Staff were not always clear about where coaching fitted-into the organization. The sponsors of the coaching programs need to communicate a clearer vision of the ultimate destination of the program and where it fits into the culture and L & D profile of the organization.

The direction and benefits of coaching may be obvious to some senior management but not to middle or line-management. As a result senior management is frequently required to put greater effort into communicating the compelling reasons for coaching.

Coaching doesn't just have to be managed; it needs to be sold to the people in the organization. It's ironic that even organizations that excel in explaining to the public the benefits of their services never think of targeting those same skills at their own employees. Organizational sponsors of coaching projects need to adapt the tools and techniques, and even the budgets of consumer marketing, to their internal initiatives. An educated possible participant in a coaching program is one who understands its context and larger significance -the why as well as the what. Educating employees about coaching has a dramatic effect on their receptiveness to it.

Successful coaching program managers are those who have built a network of relationships across the organization that can support their efforts. In contrast, those who have had less success have been relying solely on the formal hierarchy and structure to get things done.
 

3. Few coaches at senior levels are "general practitioners" - most are experts in specific areas. Coaches have distinct professional experience and are experts in certain interventions.