The KEY: The Future of Coaching

As coaching entered the business arena, coaches were asked at first to offer remedial help. They were hired to help “fix” people with “problems,” especially individuals whom managers did not know how to manage or motivate toward higher performance or creativity.

Coaching became mainstream in the late 1990s and early 2000s, when companies realized that the best coaching application and ROI was to support top talent. If you wanted to become a top performer or to get into a bigger game, you sought out a coach to help you.

As the Internet exploded, two classic counter-trends followed: Coaching ubiquity and institutionalization. Many who wanted to become a coach seemed to decide one Monday morning to start calling themselves one, so coaching became ubiquitous. Some people tried to establish the “profession,” to build credentials for the “discipline” and define the “field.” Coaching schools, academies, institutions, federations and conventions were popping up all over the place. It was a smart business model, too. Licensing the hope for prosperity and independence was highly lucrative.
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© Aviv Shahar