by Coaching at Work | Dec 31, 2022 | Articles, Features, internal coach, Supervision
The use of inhouse supervision of internal coaches is growing. Paul Heardman investigates what this under-explored part of the coaching landscape has to offer. It’s a common assumption that internal coaches benefit from external supervision to reduce the risk of...
by Coaching at Work | Mar 2, 2022 | Articles, Culture change, Features, internal coach, Team coaching |
Deutsche Bank’s internal coaches are building a coaching culture, developing courageous leadership and helping protect the bank from risks, says award-winning coach Naomi Schwabe During my 20-year internal audit career in financial services I was introduced to...
by Coaching at Work | Jun 29, 2020 | Articles, Coaching, Coronavirus, Features, internal coach |
Just weeks after the lockdown was put in place, an internal coaching network in the south east of England had launched coaching initiatives to help leaders adapt their skills and to manage remote teams. Lisa Burroughes reports Covid-19 took hold in the UK, the...
by Coaching at Work | May 24, 2020 | Coaching, Contracting, internal coach, Past Issues, Viewpoint |
Managers need a map Stephen Palmer At the recent Coaching at Work roundtable, participants discussed the topic of managers as coaches (see Volume 1, Issue 7). Understandably concern was raised over whether a manager could also be a coach in their workplace. But what...
by Coaching at Work | Dec 17, 2014 | Articles, internal coach, Research
Internal coaching is thriving in the biggest accounting firms in the UK. In this report, based on a case study by Clive Mann, managing director of Ridler & Co, we examine the development and success of internal coaching in the Big Four accounting firms. What can...
by Coaching at Work | Dec 13, 2013 | Articles, Coaching, internal coach |
In this regular column, Sara Hope explores internal coaching. This issue: Hidden treasures When we set up internal coaching programmes, how much do we open our eyes to the wider benefits for the organisation and the system in which we work? What outcomes do we imagine...
