Coaching in many ways has been with us for years. It’s really not a new concept. Maybe what’s new is that in the last two decades it has become a legitimate part of the workplace lexicon. For the most part, however, coaching has been disproportionately seen as an intimate, one-on-one, relationship between an experienced guiding light and a aspiring or floundering pupil.
There’s been a lot of confusion about coaching, about the role of boundaries in coaching, about the role of authority in coaching, and when coaching is or is not appropriate.
The coaching literature has become massive. There is a deluge of academically relevant material, practitioner material, and the coaching perspectives have become so varied that, at times, it seems that it’s become a label looking for focus.