The 'right' employees are a company's biggest assets.

Coaching programmes are generally implemented at times of change or rapid growth. Results can be phenomenal. Companies developing a strong coaching culture demonstrate a strong commitment to empowering their employees to learn and grow. These companies are rewarded with greater loyalty, involvement and commitment, which in tangible terms are manifested in increased motivation, effectiveness and professionalism of both individuals and groups.

Whilst an increasing number of organizations are introducing coaching as the basis of their staff development programmes, there are examples of forward-thinking companies that have gone one step further, by replacing their hierarchical management structure with a coaching model. Organizations have come to a realization that the traditional hierarchy was too costly and needed a flatter structure. There's no right or wrong, but the better alternative was to deploy a successful management style in moving forward was coaching. This meant that sharing a lot more information on strategic things like business planning and new ventures with the key staff early on, before final decisions have been made. Whilst this can mean more to-ing and fro-ing the result is almost always an improved idea'. The benefits have also been realized in employee attitudes. End result such as high levels of motivation and morale and when you have that you have better performance. The coach gives all the power to the people in the team. Their role is totally unselfish - they are there purely to make their people better in terms of both skills and performance. As a result, the staff is able to make their own decisions and have the courage and confidence to do so - it saving senior management an awful lot of time.

Coaching is designed to empower each individual to understand their potential and to identify how they can achieve it. Through developing a sound understanding of the protégé, the coach knows when to support and when to stretch, when to challenge and when to guide. Working on a one-to-one basis, coach and coachee collaborate to set and achieve key development objectives, taking into account the needs of the organization as well as the experience, maturity, knowledge and career path of the individual. Coaching encourages the creation of goals, which can then be broken down into manageable, measurable steps. To support this, coaching is delivered on a 'little and often' basis through a combination of face-to-face sessions, telephone and email feedback and 'on-the-job' observation. A coach will require each individual to examine and adapt their approach and to seek fresh ideas for boosting performance and personal job satisfaction.

At zubedy, Coaching is built on a platform of 3 key integral components: the value structure; the knowledge component; and finally the skills component; leading the coachee to take action. The role of the coach is to help the coachee manage these components to ensure that action taken are relevant and sustainable towards driving performance and potential of the said coachee.

C.R House once said eloquently, "Organization is the art of getting men to respond like thoroughbreds. When you cluck to a thoroughbred, he gives you all of the speed and strength of heart and sinew he has in him. When you cluck to a jackass, he kicks."