“Developing Peer Coaching: 10 Suggestions for Success” is the title of an article by Dr. Robert M. Fulmer and John E. Brock in the Graziadio Business Review. Here’s part of the teaser copy for the article.
“peer coaching is clearly an emerging strategy used to develop leaders and establish a coaching culture in organizations—especially in high tech firms. A peer-coaching relationship can be less expensive than professional executive coaching, often is more intimate and honest when compared to a boss-subordinate relationship, and provides a more diverse perspective to issues and needs. It also places coaching at a collegial level and builds coaching skills as part of a developmental experience.”
Sounds good, right? What’s not to like? Peer coaching is “less expensive,” “more intimate and honest,” and “provides a more diverse perspective.” All good things. The implication is that you can get quality coaching for less than hiring professional coaches and (drum roll please) you will also build coaching skills “as part of the developmental experience.” To which I say, “Rubbish!”
Professional coaches are professional
You will not duplicate the results of professional coaching with an ad-hoc system of managers who are learning coaching on the job. The reason we pay professional coaches is that they know what they’re doing and their business is accountable for their performance.
Peer coaching has its place
Peer coaching should be part of the way your company does business. It should not be a substitute for the professional coaching that quality leadership development programs provide.
Danger, Will Robinson!
Professional coaching is a potent part of great leadership development programs. You can try to make do with a group of developing amateurs if you choose, but it’s a bad idea.
