African countries, 10 from India and 12 from China. When we searched online and included coaching associations not affiliated with ICF or any other federation or association, there were a few more. Coaching and Mentoring South Africa (COMENSA) report to have a few thousand coaches on their registers, so it seems from all the BRICS countries, we are the big brother, so to speak.
The 18 variables on which BRICS countries
are scored are divided into six categories, which include: political conditions, macroeconomic stability, human life, technology and microeconomic environment. Coaching and mentoring can and does influence each of these criteria without exception and has proved itself as a viable management and leadership tool of the 21st century.
There is no doubt that each country has to increase its delivery of improvements and coaching has proven that its impact is far quicker and more result-orientated than training. Coaching and mentoring needs to grow with the interdependence between leadership calling for it in all sectors and the coaching fraternity to come to the party with credible, professional and experienced coaches and mentors.
The greatest challenge overall is the fact that
there are people who are untrained yet call themselves coaches. Their work has to be re-done by professionals which creates harm on the brand. There is a greater awareness of coaching across the world and a call for regulated coaching processes with bodies and supervisory interventions such as found in the field of psychology.
60% of the coaches stated that they experienced an increase in the growth of clients while 16% indicated a negative growth in clients. The average fees in South Africa for a coaching session based on senior line
30 Management Today | May 2012
manager to junior executive, is between R890 to R1 289 per session. Executive level coaching fees range from R1 690 to R2 000. Top C-suite fees average between R2 400 to about R3 500 per session. One coaching company boasted that they charged R6 000 per hour for CEO level coaching and one wonders what ROI and VOI (value on investment) the executive coach brings to the table every hour to substantiate such a fee. They will indeed have to have at least one miracle per session in their tool set! As one executive master coach told me, “Then if business wants to pay that kind of money they will get what they deserve.” Business indeed plays a pivotal role in the roll-out of the coaching profession and if their HR team and whomever does the selection process continues to allow these fly-by-night coaches to pull the wool over their eyes, then they deserve to pay the high price of re-visiting the entire exercise once the process folds with non-professional coaches.
If coaching is going to add the kind of
professional value to the business, government and civic sectors in the BRICS countries, then there will have to be some form of coaching regulation body that brings coaching excellence to bear.
“It is not just individuals who benefit from one-on-one coaching — their employers can gain immensely, too. But in an industry without universally accepted standards, all the parties need to be clear about their goals and how to reach them,” states Stratford Sherman from Harvard.
The world of executives has been visited with a re-humanisation from about the mid 1970’s. They faced change, transformation, globalisation, growing demand for services, restructuring of business processes, and advancement of technology. These demands created a call for new ways to look at
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