The words, coach and mentor, and their derivatives, are used interchangeably in this article.

Discussions on coaching and mentoring usually throw up at some point the question whose benefit is it for? Is it for the coaching client or for the sponsoring organisation or for the coach? This is not a trivial question. Whether or not the coaching process involves setting formal goals, all parties to the transaction will influence the direction of the coaching conversation and the outcome will be shaped by the relative power of each in the particular context. Potentially two of the parties and maybe all three will be disappointed or worse.

There is however a way of setting objectives for the coaching, which if achieved, virtually guarantees satisfaction for all parties. Organisational performance will be improved, the coaching client more fulfilled, and the coach’s reputation enhanced.

The ‘magic bullet’ is to define the coaching objective as achieving a high level of engagement by everyone in the workforce. Or stating it another way, to develop a strong engagement culture in all parts of the organisation.

So what do highly engaged employees actually do? Essentially they behave as if they owned the business. They know what they have to do to make it a success. They know what other employees need to do to make it a success, and offer help and support when it’s needed. They never say ‘that’s not my responsibility’. And they always go the extra mile.

So can coaching or training develop highly engaged employees? No, or certainly not on its own. The organisation’s leaders have an irreplaceable part to play. They must display a managing style that encourages engaged behaviour and in particular does not get in its way,