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In-house coaching and mentoring

By John Frost (August 2007 Issue)
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JB was the training and development director for ABC. He had reached this position following ten years as a manager with the business. He had the reputation of being a great coach and mentor to his team, a number of whom had been promoted to run different divisions of the company.

JB’s dream was to develop a coaching culture in the whole of ABC. He felt that the best way to get budgetary approval for the option was to develop a group of in-house coaches. He therefore put this proposal to the board, which accepted it. JB then sent an e-mail out to some key managers in the business asking them if they would like to become in-house coaches. He was delighted with the response that he got: 20 people put their names forward. He commissioned a two-day, in-house coaching training programme which was delivered by a leadership consultancy with which he had worked for a number of years, and sent out invites to those who had agreed to act as the coaches.

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