American Cancer Society develops coaches of its own

Abstract

PurposeOutlines 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/approachExamines the design, implementation, successes and key learning points of the creation of an internal‐coaching program.FindingsReveals that organizations can build an internal‐coaching capacity using current talent and limited external resources to benefit the development of targeted staff.Practical implicationsDetails steps required to build a coaching cadre.Social implicationsHighlights 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/valueProvides an alternative to buying coaching from outside and outlines the benefits to building an internal capacity.