It has long been acknowledged by much of the business community that coaching is what sets exceptional organisations apart from the rest.
Yet when coaching initiatives fail to deliver desirable levels of performance many organisations withdraw investment, or simply allow their initiatives to fester. When this happens, then yes, coaching is indeed an indulgence.
So what can organisations do to make sure that coaching delivers show stopping levels of engagement, productivity and performance, rather than be seen as an indulgence?
Be in it for the Long Haul
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