ing how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to

For organisations who have dramatically changed their working environment or culture (such as the Health Service or Civil Service) the introduction of coaching can be viewed as one change too many. However, coaching can help organisations deliver change in a more positive way by coaching leaders in how to deal with change positively. There is also confusion over what coaching is and what its purpose is.

Coaching can also help leaders to work effectively within teams through openness and understanding of the real issues that may prevent the efficient standards of delivery that are now required in many organisations.

A recent series by the BBC, where Gerry Robinson took on the task of trying to reduce waiting lists in the NHS, highlighted this issue. Gerry Robinson has a very successful track record with improving the performance of large multi national companies. He believes that “any business no matter how large can be made to work well”. The series itself highlighted that real positive changes failed to materialise because, although there were many good ideas within the organisation about how to improve things, these ideas often failed to get off the ground, for a whole variety of reasons – often for amazingly petty reasons. Robinson became very frustrated about how even simple, practical ideas to improve things go absolutely nowhere, due to bureaucracy, self-interest and sheer bloody mindedness - you could say there was ‘analysis paralysis’ and nothing got done as it might fail. Channels of communication across departments were blocked and there was little belief that positive change could actually happen. It was refreshing to see a coaching model being used by Mr. Robinson – he identified what needed to happen, found out how to overcome the barriers considered his options for success and set deadlines for delivery. This was certainly not an easy task however; sheer persistence and the belief that change could be positive lead to significant improvements.

By acting as an effective coach to the leader of the organisation, Robinson finally made something of a breakthrough, by demonstrating how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to

may prevent the efficient standards of delivery that are now required in many organisations.

A recent series by the BBC, where Gerry Robinson took on the task of trying to reduce waiting lists in the NHS, highlighted this issue. Gerry Robinson has a very successful track record with improving the performance of large multi national companies. He believes that “any business no matter how large can be made to work well”. The series itself highlighted that real positive changes failed to materialise because, although there were many good ideas within the organisation about how to improve things, these ideas often failed to get off the ground, for a whole variety of reasons – often for amazingly petty reasons. Robinson became very frustrated about how even simple, practical ideas to improve things go absolutely nowhere, due to bureaucracy, self-interest and sheer bloody mindedness - you could say there was ‘analysis paralysis’ and nothing got done as it might fail. Channels of communication across departments were blocked and there was little belief that positive change could actually happen. It was refreshing to see a coaching model being used by Mr. Robinson – he identified what needed to happen, found out how to overcome the barriers considered his options for success and set deadlines for delivery. This was certainly not an easy task however; sheer persistence and the belief that change could be positive lead to significant improvements.

By acting as an effective coach to the leader of the organisation, Robinson finally made something of a breakthrough, by demonstrating how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to

re many good ideas within the organisation about how to improve things, these ideas often failed to get off the ground, for a whole variety of reasons – often for amazingly petty reasons. Robinson became very frustrated about how even simple, practical ideas to improve things go absolutely nowhere, due to bureaucracy, self-interest and sheer bloody mindedness - you could say there was ‘analysis paralysis’ and nothing got done as it might fail. Channels of communication across departments were blocked and there was little belief that positive change could actually happen. It was refreshing to see a coaching model being used by Mr. Robinson – he identified what needed to happen, found out how to overcome the barriers considered his options for success and set deadlines for delivery. This was certainly not an easy task however; sheer persistence and the belief that change could be positive lead to significant improvements.

By acting as an effective coach to the leader of the organisation, Robinson finally made something of a breakthrough, by demonstrating how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to

at positive change could actually happen. It was refreshing to see a coaching model being used by Mr. Robinson – he identified what needed to happen, found out how to overcome the barriers considered his options for success and set deadlines for delivery. This was certainly not an easy task however; sheer persistence and the belief that change could be positive lead to significant improvements.

By acting as an effective coach to the leader of the organisation, Robinson finally made something of a breakthrough, by demonstrating how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to

ing how change could be driven through, if the leaders in the organisation played a more active role, in supporting change, empowering people trying to improve things and – above all – by making themselves more visible, helping to create a culture where ideas are encouraged, and where people want to improve things. It was a really good example of coaching in practice – in a very difficult environment.

The debate on the benefits of coaching will continue for as long as people are prepared to talk about it and the only way to evidence the benefits of introducing coaching into established cultures is to do it!