As International Coaching Week draws to a close I take one last look at the recent research by DBM in partnership with the Human Capital Institute (copy available via inquiries@dbm.com). This time, I look at the survey’s prediction of future trends.

The survey’s 472 respondents highlight three areas in which they plan to increase their investment:

• Grooming high potential employees;
• Helping capable executives achieve higher performance; and
• Enhancing team effectiveness.

Respondents expect to decrease their use of coaching for:

• Addressing derailing behaviours; and
• Guiding career decisions.

I wonder, as I look at these categories, if one of the implications of these findings is that organisations will fund Executive Coaching when it serves the needs of the organisation, whilst individual Executives will fund coaching in support of their own needs. It has certainly been my experience that my executive clients come to me privately as well as via their organisation.

There is one implication of these findings which may well be worth teasing out and examining – is it seen to be true that the ‘derailing behaviours’ referred to are not those of high potential employees or capable executives? Over the years, I have often encountered senior executives who demonstrate behaviours that are tolerated because of their otherwise high levels of performance. Where do these sit in this picture?