Reach and Richness: Is Coaching Scaleable?
by CBraddick
In the early days of the dot com boom, companies went up a steep learning curve of expanding reach (touching as many targets as possible) and richness (providing an experience that cultivates repeat business).
Coaching is facing the same scale dilemma: how to expand access to coaching (reach) while providing a rich coaching experience? Since most companies are loath to provide the “full package” (e.g., a focused coaching engagement of, say, 12-18 hours of coaching) to large numbers of executives, we run into a cost wall per user experience that dot comers did not.
Is coaching scaleable? How?
What approaches have you seen or considered that improve reach, preserve richness and are affordable for employers?
What’s one thing you’d like to try‚Äö√Ѭ∂but haven’t come forth with yet?
About the Author
Hello from the UK! Carol Braddick will be stirring the pot on the topic of managing coaching. For starters, whoever thought we might need to "manage" coaching?
Carol works as an Executive Coach and OD consultant through the Graham Braddick Partnership. She has been immersed in researching, writing and speaking about company practices in coaching for several years.
Carol has worked in the field of people and organisational development for over 15 years, including with global firms such as Hewitt and Towers Perrin. Carol has completed the Fielding University Graduate Certificate in Evidence Based Coaching. Her professional development in executive coaching also includes programmes with Management Futures, Lore International Institute and Oxford Brookes University. She has a Bachelor’s degree in Linguistics from Pomona College and received her MBA in Finance from New York University.
Originally from New York, Carol has also lived and worked in Latin America. Currently, she, her British significant other and their assorted pets live in a tiny village north of London with ample opportunities to step outside the world of coaching and enjoy countryside adventures and surprises.
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