as a Business coach teacher of university, my students come into coaching training with a wide range of qualifications and experience and more business coaches and tools mix coaching with advising, consulting or mentoring. Many Business coaches already bring expertise from second careers. Maybe the Business coach future is a “coachsultant” – someone who mentors, trains, and inspires.

I am curious about how coaching, empowered by emerging technologies, can foster a new digital democracy — one that respects minorities, enables more direct participation, and supports more distributed decision-making.

(Based on conversations I participate in within ICF and EMCC communities) coaching is becoming more relational and emergent, less competency model-driven. Accreditation processes, especially at master levels, may evolve to reflect real practice more closely. Reflective practice and supervision are increasingly seen as essential ways to resource ourselves. I sense CPD is expanding into CPPD, where Personal development and inner work stand alongside professional learning as key to our growth.

The impact of coaching in organizations is greater than what coaches do and what employees receive. It is systematically creating shared ownership and resilience for its people to thrive and sustain productivity in a constantly disruptive world. Coaching is shifting from a skill and behaviour to a habit of thinking.

The industry of coaching is expanding still and while this is a great thing, one of the issues that may arise from this trend is incompetence.
I have participated in over 10 coaching courses in the last 24 months, and I notice an open-door policy on two fronts; firstly, anyone can make courses given the perception that the learning is academic. Secondly, there is no check on participants that may come to the industry light-minded and sometime ignorant of the values and responsibilities.