As executive coaching has soared in popularity and its use has become quite widespread, many organizations are dealing with a common phenomenon called coaching envy. This occurs when executives or managers who are not receiving executive coaching are jealous of those who are receiving executive coaching.
While envy and jealousy are normal human emotions, if they are allowed to get out of hand in the workplace then lasting damage can be done to the organization. The fact is that few businesses can afford to supply executive coaching to all potential participants, so they inevitably must set priorities and make some hard choices about who will and who will not receive coaching during a particular timeframe.
Educate The Workforce
One of the biggest reasons that envy arises is that people at various levels of the organization do not fully understand the nature of executive coaching. It may be seen as a form of favoritism when one person receives coaching and another does not, when the reality is that coaching is an intense commitment of time and effort. It may look like “play time” from the outside, but those who have accurate information about executive coaching know this is not the case.
The best way to combat coaching envy is to educate the workforce. Put information in the company newsletter, devote a section of the internal website to FAQs about coaching, and talk about why the coaching experience really is intense work.
Expand Coaching Programs
Another reason that coaching envy develops is that coaching is seen as something provided only to those at the top, regardless of their motivation level. Often the employees who complain about unequal opportunities are really trying to say that they have ambition and goals, too, and they would like a chance at professional development, too.
While traditional executive coaching is not cost-effective or appropriate for all employees in an organization, it can be a good idea to provide enhancement opportunities to a larger group of employees. This may occur in the form of seminars, workshops or weekly discussion groups, or perhaps be implemented as an informal program that matches internal mentors and coaches with employees looking for additional development.
