This is a fundamental question. Most coaching activity has no rationale and ends as a pleasant conversation with some loose objectives or action plans formed. We take an opposing view and integrate training into the coaching methodology. The examples below are categorised. However, more often than not, it is a mixture of solutions that provides greatest utility. Typical examples might include:

• Achieving ‘payback personal relationships’ – often at senior management and executive levels, personal profiles can be ‘spiky’. These are allowable until they get in the way of relationships and overall efficiency.

• Overall personal health check – at Bodes we have a large range of materials both formal and informal for understanding the individual, their ways of working and interacting.

• Coaching for career – there are two sides to this activity. At one end, analysing what is holding back the individual from achieving their potential within the internal career market. At the other extreme, on occasion there is a senior manager that no longer ‘fits’ the needs of the business. Fears of leaving, whether practical (such as pension not yet peaking) or psychologically-based leaving, holding on whilst being totally unmotivated within the business itself. This is a lose-lose situation and one that cannot be tolerated for either party.

• Targeted performance improvement – often the need has been identified. However, because of the seniority of the individual involved, internal sources are unable to provide coaching provision.