When to coach – and when not to coach: Strategies to help board performance

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Analogies between sports and business have always been made, and sometimes the ease with which they slip into the business argot can oversimplify and distort any kind of objective analysis. The temptation to make such comparisons is easy to understand – words like “performance”, “results” and “winning” are used commonly in both areas, and so much so‐called management‐speak utilizes sporting jargon all the time, so that “ballpark figures” arrive “out of left field”.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2006), "When to coach – and when not to coach: Strategies to help board performance", Development and Learning in Organizations, Vol. 20 No. 5, pp. 21-23. https://doi.org/10.1108/14777280610688014