Conflicting Interests of Coaching in Organizations

I recently participated in a panel discussion on "Conflicting Interests of Coaching in Organizations." A key point was confidentiality in coaching—a fundamental principle for me. It builds trust and enables genuine reflection. Everything said remains in a protected space, and only the coachee decides whether and with whom to share it.

At the same time, I understand that companies are interested in incorporating insights from coaching into development processes or in specifically promoting the performance of their employees. However, it is crucial to note that coaching is not a control tool, but rather a supportive reflection tool for managers.

As coaches, we have a clear ethical responsibility: Our task is to empower leaders to question their behavior and, through conscious decisions, bring about sustainable change – for the benefit of both the individual and the corporate culture and long-term performance.