American Cancer Society develops coaches of its own

Abstract

Purpose Outlines the steps and processes used by the American Cancer Society, a not‐for‐profit organization, when creating and implementing an internal‐coaching capacity. Design/methodology/approach Examines the design, implementation, successes and key learning points of the creation of an internal‐coaching program. Findings Reveals that organizations can build an internal‐coaching capacity using current talent and limited external resources to benefit the development of targeted staff. Practical implications Details steps required to build a coaching cadre. Social implications Highlights the flexibility that has helped to ensure that the program has remained relevant and sustainable in a precarious business climate while still being responsive to changing organizational, coach and client needs. Originality/value Provides an alternative to buying coaching from outside and outlines the benefits to building an internal capacity.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 1 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.