Julia Hobsbawm

The Daily Telegraph estimated last month that roughly a third of the bosses of FTSE 100 companies use a personal coach — ‘and not the guy who tells them to do more press-ups in the company gym’. But you would be hard-pressed to find a newspaper feature anytime soon in which any of those business leaders recommended their coach, any more than they would their psychoanalyst. Despite its growing ubiquity, consulting  a coach is still regarded by senior businesspeople as private and absolutely not something to declare openly. Although good ‘executive coaching’ is something which devotees regard as potent and effective, it often earns a sniff of disapproval from the uninitiated because of the underlying macho assumption that coaching is for business wimps.