Global Coaching Survey - Frank Bresser Consulting

Global Coaching Survey 2008/2009 aSia
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Singapore Coaching is very results-focused. Thus, the measurement of coaching outcomes is very impor-
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tant. Because of this, coaching forms like the coaching culture approach, the benefits of which
are highly difficult to measure, have rare chances to be adopted in Singapore.
There are differences in language/terminology that coaches should keep in mind: For example
in the US the term “executive” denotes a high level corporate manager or officer. In Singapore/
Malaysia, the term denotes a much lower level manager (a little higher than supervisor). Cultural
nuances can thus give quite different meanings.
South Korea Coaching is growing fast. The number seems to have doubled in the last three years. Korea is
the 2nd largest coaching market (after Japan) in Asia, but we may become the largest one.
At the moment, Japan is 3 to 4 years ahead of Korea on ACTP training (Accredited Coach Train-
ing Programme). Today, in Korea, there are two strong ACTP companies, and 5 companies are
sharing 90% of the coaching market. These coaching companies prefer the well organized big
corporations to buy their services. (One-to-one life coaching has just started, but doesn’t create
proper profit yet.)
Sri Lanka There are cultural issues, such as a reluctance to give feedback, face saving, reluctance to have
challenging conversations, strong national pride, etc. that non-Sri Lankan coaches should be
aware of. This could impact the coach’s ability to get to the core of the issue. Clients may not
undertake challenging actions, even if they agreed upon it in a coaching session. There may for
example be repercussions in some organisations if they challenge their superiors, etc..
There are lots of trainers of varying capability who carry out coaching assignments for clients.
In many cases, a company which has used a particular trainer and feels that he/she is capable
of coaching, or speaks to another company who has used that trainer’s coaching services and
found them effective, would prefer to use that trainer. In this respect, coaches are selected as
one might select a management consultant or trainer (as the coaches frequently are).
There is no insistence on particular qualifications or professional bodies, but selection of coach-
ing relies more on personal assessment. This is much more effective here than might be in a
larger country such as the USA or UK, because most of the people know each other personally
(or know someone who does).
In the end, there are maybe only less than 20 professional coaches in Sri Lanka who can be said
to really have the requisite coaching skills & experience. However many trainers & consultants
are also involved in coaching in one way or other.
Syria Business coaching has not yet visibly developed.
Tajikistan Nothing specific.
Thailand Thai culture requires the establishment of a lot of trust between coach and coachee before
feedback can be provided - upon request by the coachee - in a straightforward manner by the
coach. Most Thai coachees will seek a lot of advice, which the coach should resist providing,
for the sake of efficiency of the process.
Turkmenistan Business coaching has not yet visibly developed.
United Arab Emirates The array of nationalities and cultures plays a considerable role. The UAE has many different
nationalities living and working here – all working in their own unique way based on their past
experiences. There is a balance of bringing in expats with knowledge, skills and experience and
at the same time equipping the Emaratis (local UAE nationals) with the skills to develop into
future leaders of the country. Emaratisation is happening in most companies, whereby a certain
percentage of the workforce have to be Emaratis. - This demographic aspect is very important
for coaches to be aware of.
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