Do you remember the first time you saw a business coach – in a TV show or during a live training? Can you remember your impression of this profession? Many people, having attended any training or seeing a charismatic and successful trainer, start dreaming about becoming a business coach. (Image Credit: Austin Distel/Unsplash)
Even if you don’t dream, then at least casually think: “It would be nice to be a business coach! You stand so classy, in a cool suit, in a big beautiful hall, you talk beautifully, you drive with your hands, you write with markers on the flip chart, and successful, respectable people listen to you! And they pay money to coaches. I need to become a coach too!”
The surge in the popularity of coaching for managers is associated with the fact that companies have moved from a strict administrative hierarchy to more flexible forms of management. Now managers are required to take an entrepreneurial approach and innovation. Trainers help develop soft skills: leadership, networking, and teamwork.
What Are the Benefits That Business Coaching Courses Give You?
Researches show that coaching “improves people’s health, well-being and job satisfaction, improves productivity and self-regulation,” says Karsten Shermuli, professor at the Berlin University of Applied Sciences.
In recent years, the market of services for business trainers (coaching) has grown according to the International Federation of Coaching, the number of its members over five years (from 2013 to 2018) has increased by 50%, to 33,000. The organization estimates the market size to be approximately $2.4 billion a year in the United States and $900 million in Europe. “Not only the landscape of the market is changing but also the very meaning of the work of a business coach,” the Financial Times reported.
Psychologists jokingly divide the world into two types of people: those who believe in the power of training and those who treat them with prejudice. Both of them are right because great importance in this matter is not only the training but also the mood of a person. You can only change if you are ready for it.
Now there are many pieces of training. There is no single classification of educational and developmental programs. Skill training helps to form certain skills—for example, training in self-presentation, sales techniques, negotiations, and so on. Business training was created to develop staff skills, complete business tasks, and increase work efficiency.
Coaching is not cheap. According to ICF, an average session in the US costs $ 231 per hour. However, the price depends heavily on the specialist’s experience – coaches with ten years of experience can take an average of $330 per hour, and newcomers to this business can take $120. In Western Europe, an hour of training is on average. $288 The services of the most sought-after trainers can cost significantly more.
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What Are the Dark Side of Business Couches?
Business coaches have to balance between the desire to tell the truth, and the fear of being fired. John Blakey, the founder of the Trusted Executive Foundation, notes that the coach’s work can be stressful. According to him, people perceive the work of a coach as ordinary gatherings over a cup of coffee. Working with powerful people is hard work. Coaches can experience emotional exhaustion, fear the client, and feel guilty, which is not enough for their wards.
Demanded business coaches can earn large sums on coaching. But many trainers do not work regularly. Studies show that only a third of the annual income of German business coaches came from coaching, the rest came from training and consulting. “This can create problems for coaching. If you do this only once a month, you will not get experience,” said Professor Shermuli. So sometimes coaches quit coaching and return to their previous job.
Another “dark side” of coaching, according to a professor at the European School of Management and Technology in Berlin, is the desire of business coaches to side with the employer and put pressure on employees. In some cases, companies resort to coaching to change a person, not a corporate culture. For example, one of the female managers says that her employer invited a coach for her to moderate her aggression, which allegedly took place. She considers this a manifestation of “institutional sexism” and speaks not of aggression, but of ambitiousness and a direct manner to solve problems. “People have the right not to want to change,” the coach notes. There is a fine line between individual self-development and organization goals: the ambitions of a senior leader may not coincide with the ambitions of their team.