Making a case for coaching

I work in a small organisation that doesn’t do much in the way of personal or professional development. How can I make a convincing case for development including coaching?

When times are hard, training and CPD is often one of the first things to go in organisations, especially in SMEs with limited resources and contingencies. However, as the economy shows signs of continued, albeit slow recovery, workers are understandably more confident about job prospects and choices. After a few years of “hunkering down”, they are beginning to assess the job market and look towards new opportunities, especially if they are feeling dissatisfied or unfulfilled in current roles. The danger for businesses is that they could lose their star performers and leaders of the future, if there are more attractive prospects elsewhere. This could have a significant and disproportionate impact on smaller businesses.

A recent ILM survey confirmed that development and opportunities to enhance skills and expertise is a significant factor in retaining employees and a positive motivator at work. You could certainly use this in your case for development.

More fundamentally coaching makes good organisations better, high performers even more effective, satisfied and fulfilled in their roles. In larger organisations coaching is being used more than ever to improve performance, lift capability in good performers, improve employee engagement, prepare leaders of the future and retain talent.

All of the above applies to smaller businesses, where having some supportive quality thinking time to focus on individual career aspirations, and work through challenges is priceless. In the busy world of work it is easy to lose sight of the importance of keeping and developing a competitive edge, as well as enjoying the journey!