Our survey attracted a credible response, mostly from the United States, followed by the UK.

In drawing up the survey report, we have made comparisons with other studies, especially ICF (International Coach Federation) surveys.

Our findings show that coaching and mentoring continue to be valued and well-used, and grew considerably between 2015 and 2019, holding up well during the pandemic. During the pandemic, the key benefits of coaching and mentoring were cited as “supporting people in developing new skills” or “to grow into a new role.”

Most businesses plan on using coaching and mentoring over the next year, believing these interventions have a key role to play in helping businesses stem attrition rates and meet macro-environmental changes.

Our survey, along with the ICF study[1], show that coach / mentoring training and qualifications are highly valued and required, not just for coaching / mentoring practitioners, but for managers/ leaders who are increasingly required to use coaching skills. We believe that this requirement will increase as hybrid working settles down and new ways of working take hold. These new ways demand a more nuanced style of leadership that is less controlling than previously. In other words, the new leadership style is a coaching style. 

A significant number of respondents do not appear to have a formal policy for managing and organising coaching and mentoring. A warning here. This can lead to unfairness in the allocation of coaches and mentors, and a lack of robust evaluation of the different coaching and mentoring interventions.

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©Janice Caplan 2020