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Reports research into whether the commonly agreed dimensions of effective coaching actually relate to success and performance improvement. The research was carried out by Helen Ballard for Huthwaite Research Group during an on‐the‐job SPIN coaching programme Huthwaite ran for a large computer company in 1991. The programme was concerned with improving sales skills. Reports evidence showing that these dimensions do relate to effective coaching and performance improvement. Measures used were questionnaires and interviews with the managers and sellers, group discussions and some live observations with managers. Explores management competence, working relationships, leadership style, coaching style and learning style. Discusses why coaching does not happen, even when managers and the company culture appear to favour it. Highlights six key factors which organizations must consider if coaching initiatives are to produce the benefits frequently expected.
Linda Marsh (Tue,) studied this question.