CHAPTER 1
The Coaching Landscape
by Linkage, Inc.
C
oaching is exploding as an industry. Today, more and more coaches, from
an ever-widening circle of backgrounds and schools of thought, offer
their services to organizations and individuals. The need within organizations,
particularly at senior levels, for this form of development work has grown at
an equally rapid rate.
As coaches ourselves, we care deeply about the work that we do and the
profession we represent. We are aware that there is a great deal of debate in
the field today. What is best practice? What is the optimal length of a coach-
ing engagement? Who is the client—the coachee or the organization paying
the bill? How should impact and return on investment be measured? What is
the line between personal and business issues? How can confidentiality be
preserved when supervisors and colleagues are part of the mix? Should
coaching be limited to top executives or extended to deeper levels of the or-
ganization? What are the benefits of using external coaches rather than inter-
nal coaches and vice versa?
As with any new discipline, much remains to be settled. In this book, we
define coaching, describe some categories it falls into, outline the skills and
attributes that we think make for best practice, and guide clients and
coachees to maximize the impact of their coaching engagements. In short, we
hope to provide some of the structure that a relatively new and rapidly
expanding field needs.
Our perspectives derive from personal experience, extensive research,
and much discussion. Nevertheless, we recognize that, like coaching itself,
our views are evolving. Although we hope to mark out territory that will
come to be adopted as an industry standard, we also want to engage in an
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