Global Coaching Survey - Frank Bresser Consulting

Global Coaching Survey 2008/2009 aSia
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Brunei Business coaching has not yet visibly developed.
Cambodia Training and development functions within organizations in Cambodia are still relatively unde-
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veloped. Training is generally purchased based on a course program and the price, rather than
as a process which involves needs analysis and alignment with business objectives. As a result,
there are no professional coaches operating regularly in Cambodia.
Businesses are generally resistant to invest in coaching also due to high turnover rates and a
competitive job market. Additionally, with the global economic slowdown, many organizations
have drastically reduced training and development budgets, preferring to focus training invest-
ments on group trainings rather than initiatives supporting individuals.
China Coaching in China must have its own original theories, and not just fully copied from the West,
as Chinese Culture is very rich, abundant and already with some ideas of coaching embedded.
At the same time, the still considerable influence from confucianism may sometimes be not
conducive to coaching. The idea that the coach doesn’t have the answers but the coachee, is
still somewhat strange to many people. However, through careful ‘coaching on coaching’, coach-
ees tend to get it and then the process can work equally well as anywhere else in the world.
[Further traditional, cultural aspects like the principle of “saving face” and the importance of
relationships also need to be kept in mind.]
There are clear differences concerning the situation and development of coaching in different
regions of China: There is a major difference between Mainland China and Hong Kong. Within
Mainland China, larger cities and regions with stronger international, economic activities seem
more advanced in applying coaching than others.
Whether coaching is more directive or non-directive (i.e. whether coaches give advice or not),
highly depends on the region and in particular the knowledge and academic background of the
clients. As people generally have better education in Hong Kong, this is leading to a more non-
directive coaching style there. About 80-90% of the time are used for the mind-set break-
through and only 10-20% in giving a minimum of advice.
In Shanghai, you find the same situation as in Hong Kong, as far as senior executives in multi-
national companies or in mature, famous, big local enterprises are concerned.
However, many people who want to learn coaching skills or being coached are also entrepre-
neurs of small and medium sized enterprises located in the small towns around Shanghai. Their
education level is normally lower, but they have a strong willingness to learn more to sustain
their competitiveness. For these, coaches may use 70% of the time to give advice (more con-
sulting) and only 30% focusing on mind-set and emotion.
The majority of coaches are overseas coaches living in China. Local Chinese working as full time
coaches with the capability to offer one-to-one business coaching are few.
Coach supervision is rarely used: People rather tend to think they may copy all things from the
senior coaches at the beginning - and then start their own business. Once they have started
their own business, they seldom employ the senior coaches to support their continuous learning
in the following through supervision.
[Also, it may be interesting to note that the coaching culture concept is very differently known
and used throughout China. While it is, for example, well accepted and applied in Hong Kong,
it is rarely known, if at all, in the Beijing area.]
Chinese Taipeh/Taiwan
(under the de facto control of the ROC government, claimed in whole by the PRC)
In the Taiwanese coaching market, coaching is in the introduction phase. There are around
50 - 100 coaches. Interestingly, many of the coaches do not classify between business and life
coaching that clearly.
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