TO COACH, OR NOT TO COACH – THAT IS THE QUESTION! PART 1

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Abstract
The rate of change in the business environment is making managerial work more complex. Complexity not only changes the way managers think but invariably demands enhanced managerial skills in developing subordinates such that they are able to deal with the new realities. Coaching initiatives and steps taken within a large organisation to generate higher levels of coaching skills are described. The two‐part article explores a number of conceptual models and outlines in Part 1 why coaching is an imperative; the forces that create complexity; the need to identify the factors involved if coaching is to succeed; and how to identify the specific behaviour that has to change. Part 2 reviews respect as a critical factor in the basic coaching relationship; the difference between counselling, tutoring, mentoring, and performance improvement; the interrelationship between coaching and control; and the importance of setting the context if coaching interventions are to be effective.

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