Following a career of twenty years as an international corporate troubleshooter, some sixteen years ago I decided to enter the world of executive coaching, something I saw as utilising my experience and skills.
I was placed in the hands of an experienced coach to learn the ropes and principles of the organisation.
One of the first pieces of advice I was given, was that it was all about shareholders funds, earnings and my decisions and coaching should be based on this principle.
One has to be honest and say that I found this hard to reconcile with my own feelings and whilst I recognised the need to make a profit. I privately thought this view to be extremely narrow and in my career to date had found there were many more elements to operating a successful business.
During the course of my adopted career, I have seen many instances where similar practice being deployed and most of these have come from fellow coaches in my age group ( I am 65).On the other hand, I have received incredible support from other coaches with a tremendous array of skills who have helped him me to personally develop.
During the current furore regarding the culture of several institutions and large organisations, it has led me to think maybe in the past the philosophy of some management educationists may have contributed to the situation we find ourselves in today including an unprecendented level of greed and bad practice. If we scan the boardrooms of Australia we still have many positions filled with people with this very outdated outlook.
But there is good news on the horizon, current sentiment suggests the population demands a more enlighted view and the next generation of coaches are taking this lead, secondly time is running out as our generation who will start to hand over the baton of leadership beginning in the year 2023.
One thing is for certain any executive, management coaching & mentoring must reflect a broad range of considerations in decision making if we are one day to return strong cultures and trust in our organisations.