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Coaching as a strategic intervention

机译：教练作为一种战略干预

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Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. This is classified first generation coaching with limited organisational impact. Additional benefits can be realised when the organisational sponsor takes a "quality control" perspective, and seeks to evaluate the effectiveness of the coaching intervention. This is described as the second generation of coaching. Another, and extremely powerful, element, which is rarely tapped, is the coaches' learning. The third generation of coaching achieves the benefits of the first and second generation, but also harnesses and disseminates the learning the coach gains about the organization, to the benefit of the business and its people, thus realizing the maximum benefits of the coaching investment. Applies third generation coaching and describes working with RBSG and learning with them as they transform, utilizing coaching to its maximum benefit.
机译：以苏格兰皇家银行集团（RBSG）为例，介绍了如何在战略层面上最大化教练的利益，而不是仅仅专注于个人发展。通过纯粹将其视为个体发展干预，来强调有多少组织未能获得教练的广泛好处。这是第一代教练，对组织的影响有限。当组织赞助者采取“质量控制”的观点并寻求评估教练干预的有效性时，可以实现额外的收益。这被描述为第二代教练。教练的学习是另一个很少使用的，极其强大的要素。第三代教练不仅获得了第一代和第二代的收益，而且还利用和传播了学习者从组织中学到的知识，从而使企业及其员工受益，从而实现了教练投资的最大利益。应用第三代教练，并描述与RBSG合作并在他们转型时与他们一起学习，从而最大程度地利用教练。

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