This article has its origins in several complementary sources: the personal coaching
experiences of both myself and my co-authors in 14 books on coaching and mentoring;
the experiences of coaches, who I have supervised; and observation of coaches in real
plays within coach assessment centres (robust, validated processes for evaluating the
competence and “fit” of executive coaches for large-scale users of external coaches).
The assessment centre approach is primarily a European and S. African phenomenon
currently, but multinational companies, which have experienced it, have voiced intentions
to bring it to all territories, where they have a significant spend on executive coaching.

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