empowering executives in real-time terms as MBA processes were just not delivering as they should. In fact in a study completed by the Nelson Mandela University on MBA students it was discovered that less than 11% of those qualifying were invited to bring what they learnt during the course to improve business as a whole. The MBA is mostly being used to add value to up–and- coming executives in terms of their CV and for company retention of talent.
Coaching has become an outsourced service as in-house managers find it very difficult and confusing to put on the hat of a coach then at a later stage change identities to be that of the direct reports manager once again. It is also very confusing for discipline to be applied playing these various roles. The coach has to keep confidences and apply ethics in the sessions and this reality plays havoc in certain work place contexts. Coaching does what training and MBA level training cannot do and that is to provide real-time learning, nourishment and systemic thinking along with skills engagement with great precision to produce business results. Coaching is not just self-learning; it also produces integration of the team’s collective and individual potential to the roll-out of the strategy and business plans of the organisation.
Coaches tend to ask penetrating questions that override the executive comfort zones of success patterns that create self-blindness and blind spots. The coaching curiosity helps to introduce penetrating coaching business conversations. VIP Coaching was involved in a coaching process in one of the largest sugar manufacturing companies in South Africa. They reported that over a period of two years, the coaching intervention focused on the changing of the guard of a new CEO, coaching executives to become divisional directors, leadership empowerment to lead on a level 5 and 6 style and when the financial results indicated that they produced a 66% increase of PAT, the chairman was told that according to the company’s calculations, coaching produced a 43% impact on that result.
32 Management Today | May 2012
The survey done by Sherpa Executive Coaching indicated that, “Based on experience, 91% of HR professionals and coaching clients see the value of executive coaching as ‘somewhat high’ or ‘very high’, a record-high rating in our survey. That high positive rating is true across the spectrum: from small shops to employers with a thousand or more employees.
Those who rate the credibility of coaching as ‘very high’ or ‘somewhat high’, stands at 75%, up ten percent over three years. Only two percent rate either the value or the credibility of coaching as ‘low’ or ‘very low’.
The battle for public opinion is about mediocrity: 15% of our respondents see the value of coaching as high, but its credibility as mediocre. If coaching is valuable, should it not be equally credible? Actually, you cannot expect that. Coaching is not a monolithic field. The field has 20-year veterans who work with the top CEO’s in the world, and it has author/ educators and major universities working for standards of practice. These practitioners add value and credibility to the industry.”
BRICS countries are all emerging and
growing into world-class challengers that have a huge opportunity to impact the future of the world. Interviewing a few government leaders, civic leaders and top business leaders, it is clear that coaching can play a huge role in the deployment of right talent at the right time in the varying contexts. Team coaching can play a role in civic teams, battling with service delivery and general leadership excellence. One-on-one coaching will indeed bring executive leaders to the place of quality of sustainability in delivery making people substantially more valuable. Coaching will also generate solution-based discussions, greater focus on clarity, delivery and business- like discipline.
The Mail and Guardian of 4 April states that managing South Africa’s relations with BRICS business interests in Africa will be a delicate balancing act in the coming years.
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