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MOVING ON UP
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Using the services of a business coach can be
instrumental in professional development and identifying
the right career direction. Carmel Doyle reports
A growing area is
ust as athletes have coaches to help them increase
‘
around professional
branding where
employees are going
about trying to
J
their performance levels and up their game, the appli-
cation of coaching techniques in the corporate space
has been steadily gaining in popularity. As Timothy
Gallwey, creator of the ‘inner game’ approach, says:
“Coaching is unlocking a person’s potential to max-
imise their own performance. It is helping them to learn
rather than teaching them.”
develop their own
Business coaching can be broken down into two main strands:
brand within their
executive or performance coaching where the coach is employed
by a company to help enhance the on-the-job performance of
own industry, within
employees in managerial or senior roles; and career coaching,
where an individual personally invests in a coach to help with their
their sector’ own career development or direction.
“Coaching gives you time outside your busy working world to
work with somebody in a safe environment who will support you
and challenge you to fulfill your potential,” explains Adrienne Davitt,
managing director of Davitt Corporate Partners, which specialises
in executive coaching.
She says executive coaches are often engaged to help profes-
sionals who have been identified as being high-potential employees
or leaders of the future, as well as those who already fill leadership
roles who need support to develop as effective leaders. They may
also be brought in to help people moving into new roles who need
to learn new skill sets such as managing and leading people.
“You would have executives transitioning from positions where
they were experts in an area in a functional role, but are now being
asked to lead maybe a global team, which means they can no
longer be as operationally involved, so they need to now learn how
to motivate other people to effectively deliver results and be suc-
cessful,” says Davitt.
John Fitzgerald, founder and managing director of Harmonics, a
firm that combines both executive and career coaching, says that
while coaching, training and development budgets were slashed in
many organisations in 2009, companies are recognising how they
need to develop their core employees, particularly those who have
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