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Introduction
Stating that coaching is one the most frequently used ways to develop organizational leadership,
Bennet and Bush (2009) define executive coaching as the collaborative partnership between a client
with managerial authority, accountability, and a qualified coach. Whether or not the coach is internal or
external can depend on the organization type. Frisch (2001) states that the difference between internal
and external coaching is that the internal coach is an organizational employee. When selecting an
internal or external coach, organizations may consider cost, confidentiality, expertise, size, and context.
This paper explores the uses of internal and external coaches and documents two coaching scenarios:
one using an internal coach and one using an external coach.
Internal Coaching
According to Frisch, internal coaching stems from external executive coaching and defines it as
one-on-one developmental intervention supported by the organization and provided by a peer of the
person being coached who has been given the authority to design and execute a program that will result
in that person's professional development. Internal coaches are usually outside the person's
management reporting structure. Because they work for the same organization, internal coaches may
be more familiar with the client's background than an external coach from outside. Additionally,
because they work for the same company, an internal coach may be able to build rapport more rapidly
than an external coach. Lastly, because they have specific insight into the organizational needs and
processes, an internal coach may be able to work with the client to establish a development plan
targeted on improved performance quickly. Frisch recommends that internal coaches be differentiated
from human resources professionals, with internal coaches focusing on increasing effectiveness
individually and human resources practitioners focusing on all organizational employees.
External Coaches
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External coaches are those professionals who do not work where the employee works. External
coaches are most frequently used to facilitate senior leadership performance. External executive
coaches may provide significant management experience or psychological training. They may be
certified through an accrediting agency such as the International Coaching Federation (ICF) or the Center
for Credentialing and Education. Schalk and Landera (2017) provide statistics from 2015 by the
Chartered Institute of Personnel and Development that indicate 66% of 664 surveyed organizations used
external coaches for coaching their leaders. Because they have little contact with other individuals
within the organizations, an external coach may be better able to provide confidentiality for the client.
Additionally, as a primary focus, external coaches may have more extensive training and experience
than internal consultants.
Recommendations and Insights
I would recommend internal coaching for a young leader within an organization. For example, I
previously worked for Electronic Data Systems (EDS), which had a training program that identified firstline managers for more advanced leadership positions. The company provided a 3-day intensive
program to introduce managers to various topics regarding managing employees, and the training
included assessments and case study enactments. From this training and feedback received through the
actual work experience, internal coaches were available to help these candidates navigate any problems
they had navigating these higher levels of responsibility.
I would recommend external coaching for more senior advanced leaders within an organization.
For example, an external coach might be appropriate for an international executive attempting to
acclimate to a new cultural assignment. The executive may feel more comfortable reaching out to
someone outside of the organization in helping the leader navigate some of the more cultural and
personal challenges when living and working in a new location with different cultures and norms.
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The insight I gained from internal and external coaching is that both can help to improve
performance. However, internal coaching may be applicable for less senior employees where
confidentiality and trust are less concerned, while external coaches may be more appropriate for more
senior staff.
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References
Bennett, J., & Bush, M. W. (2009). Coaching in Organizations. OD Practitioner, 41(1), 2–7.
Frisch, M. H. (2001). The Emerging Role of the Internal Coach. Consulting Psychology Journal:
Practice and Research, 53(4), 240–250.
Schalk, M., & Landeta, J. (2017). Internal versus external executive coaching. Coaching: An
International Journal of Theory, Research and Practice, 10(2), 140–156.
https://doi.org/10.1080/17521882.2017.1310120