How high potential coaching can add value - for participants and the organisation

This case study explores the value of high potential coaching as part of a leadership development programme. As empirical and participant-based research for coaching (effectiveness) in a talent management context is scarce, both participant and organisation perspectives were explored. This research shows that the coaching readiness of participants could be influenced, both by the organisation and the relationship with the coach. The findings show that both the organisation and the participants valued personal realisations, increased effectiveness and career moves, although emphasised different elements. Findings could be relevant for coaching in a talent management context or for when engagement in coaching is not voluntary.