J Naudé, P Stichelmans Center for Creative Leadership 2015
CCL research has suggested that leaders attribute as much as 70% of their leadership lessons to on-the-job-challenges, 20% to experiences in relationships, and only 10% to lessons derived from formal classroom activities (McCauley & McCaull, 2013). It may therefore make perfect sense for companies to accelerate their rise in the coaching culture value chain by not only training line managers in how to informally coach their teams on the job, yet also assign professional external or internal coaches (usually from HR and Learning & Development) to guide managers and executives through transition and transformation. As the world gets more and more VUCA (Volatile, Uncertain, Complex, and Ambiguous) more shelters of reflection and laboratories of action will address a pressing need. There is great value in extending this idea of shelters of reflection and laboratories of action to the work of professional coaches. Coaching supervision is the means to achieve this and is an essential part of the continuous professional development for coaches. For those who organize coaching services, it’s the key to effective quality assurance, to managing the risks that can be part of coaching, and to drawing learning from the coaching conversations that take place in the organization. (CIPD report on Coaching Supervision, 2006).