Real-time decision-making is crucial in order to respond to market environments that are changing by the second. Accordingly, organizations are gradually becoming leaner and flatter. Especially in areas where work boundaries are ambiguous, numerous collaborations are taking place, making coaching and feedback capabilities within an organization more important than ever. According to the 2022 PWC report, the coaching industry is estimated to be worth around 25 trillion won and has been identified as the second-fastest-growing field (Source: ICF Global Coaching). However, there is still a significant divergence in opinions when it comes to coaching and feedback. This column is written with the intention of increasing that understanding and addressing some common misconceptions that surround coaching and feedback. Today, we will first delve into the basic aspects of coaching.

To start, let's first talk about the origin of the word “coach.” When you search for “coach” on the web, you will see images of the familiar logo of a popular handbag brand, known for its “carriage” mark. So, what is a “carriage” doing in the logo of the “Coach” brand?

The origin of coaching, from ‘carriage’ to ‘person’

The term “coach” originated from the name “Kocsi,” which referred to a four-wheeled carriage produced in the southern region of Hungary called Kocs during the 16th century. The original meaning of “coach” was the act of transporting customers from their current to their desired destination . In this sense, coaching, with the suffix “-ing” attached to the word coach, can be defined as a process or service that assists clients in reaching their desired state or goals from their current state.

Coaching evolved in the 20th century to encompass the meaning of education and training for individuals within organizations. From the late 20th century onwards, it extended into the personal domain. Various coaching businesses emerged, thanks to changes in social, cultural, and economic conditions (Source: Wikipedia). In 1995, the International Coaching Federation (ICF) was established, with branches in over 140 countries worldwide. In South Korea, the Korea Coach Association was founded in 2003, followed by several coaching institutions, all of which have been actively promoting coaching. Eric Schmidt, the former chairman of Google, mentioned in an interview for Fortune magazine in June 2009 that one of the best pieces of advice he received was to “hire a coach.”

The difference between coaching/mentoring/consulting/counseling

Coaching, mentoring, consulting, and counseling are terms that everyone is familiar with, but without properly distinguishing their differences, it is easy for them to be misused. Let me explain using the example of riding a bicycle.

The main difference between coaching and mentoring/consulting lies in “who has the answers.”
▶ A coach can be either a cycling expert or a non-expert. A coach doesn't provide direct answers to the client but helps them establish their own goals and find ways to ride a bicycle through questioning and active listening. In other words, coaching takes on a person-centered approach.
▶ A mentor or a consultant, on the other hand, is a cycling expert. They directly provide clients with specialized knowledge and solutions related to cycling. In other words, problem-solving is at the center of this approach.

The difference between coaching and counseling lies in being “retrospective or prospective.”
▶ Coaching is a future-oriented activity. It involves helping clients set goals and develop specific plans to achieve the desired level of proficiency in bicycle riding.
▶ Counseling is a past-exploratory activity. Its purpose is to examine the anxieties or concerns clients experience while riding a bicycle and explore the underlying causes in order to alleviate distress and frustration.

As shown in the table below, these different concepts can be distinguished based on who has the answer (horizontal axis) and the questions/answers (vertical axis).

To summarize, coaching can be defined as:

An activity based on the belief that “the client has the answers.” It utilizes questioning and active listening to help the client find their own answers, establish future-oriented goals, and develop a sense of self-efficacy ^* and growth in the process.

^* Self-efficacy: Belief in one's own ability to successfully accomplish given tasks or assignments.

Types and forms of coaching

Coaching can be broadly categorized into business coaching, life coaching, and career coaching.

First, business coaching focuses on enhancing organizational capabilities, teamwork, and job satisfaction.
Second, life coaching aims to help find a balance, discover meaning in relationships, and explore the purpose of one's life.
Third, career coaching focuses on setting career paths aligned with personal values and achieving career goals.

These coaching types are implemented in 1:1 coaching or group coaching sessions. Group coaching involves small groups of around 5 individuals who share similar issues, discussing and finding solutions together. Group coaching allows the participants to exchange a diverse range of perspectives during the process.

Many organizations are already making efforts to use coaching to achieve their desired outcomes. The following examples illustrate that business coaching is not only for top-level executives but also for leaders at various levels in the field.

So far, we have examined the origins, types, and forms of coaching, as well as examples of business coaching. I hope this has provided you with an opportunity to understand coaching better. In the second article, we will look at the role of a coach in business coaching.