Not so long ago, coaching and mentoring was a personal development and support service your organisation offered only once you achieved a certain status in the organisation. Either you’d already made it to the boardroom or you had been identified as a ‘top talent’ preparing to take your well-earned place there.
However, times have changed. The Chartered Institute of Personnel and Development (CIPD, 2011a) reports that over three quarters of the organisations recently surveyed now use coaching and mentoring as a wider staff development tool. Whilst external coaches are still employed, the bulk of coaching in the workplace is delivered by line managers: evidenced by the fact that coaching skills now feature in most corporate ...