Japan's International Executive Coaching and Leadership Development Firm

In 1997, when coaching was just forming, I recognized the potential power of the coaching relationship and process to transform the typical corporate structure and culture. I had long felt that many of the "fixes" offered by consulting solved temporary problems with temporary solutions, but did not evolve corporate cultures to new levels of creativity and productivity. What was needed was a new methodology, a process that recognized and linked individuals within a corporation to one another at a deeper level and then linked this human system to the goals of the corporation.

With this in mind, Coach 21 was formed in 1997 and launched the Japan′s first coach training program and began delivering coaching in corporations throughout the country. From these seminal and pioneering beginnings, we have continued to set the standards for coaching services in the Japanese market. In 2001, Coach 21 established a new corporation, coach A, to specifically hold and specialize in coaching services for business enterprises.

coach A has since helped more than 800 companies activate their latent strengths and resources and channel them toward achieving and exceeding their business goals. With this wealth of accumulated experience to draw from, coach A is well positioned to pinpoint precisely how coaching can empower each company to marshal internal resources for tangible results and maximum business impact.

coach A has recognized one of the most important, yet often omitted steps in corporate productivity processes. It is the realization that efforts to hone business competencies should treat individuals and the organizations they comprise not as separate domains of concern, but rather as two integrally and functionally linked facets of the same challenge. Thus, our success in coaching has shown us that any attempt to cultivate the core competencies required for business success will fall short if it is focused on either the individual or the organization to the exclusion of the other. The parts and the whole are distinct but indivisible and must be approached from a systemic, wholistic view.

This approach should not be misconstrued as one in which the needs of the individual get swallowed up by those of the organization窶杷ar from it. Its purpose, rather, is to actualize each individual’s capabilities in sync with overall company capacities so that the synergy of the two produces the greatest possible business effect. When applied in this way, with the aim of correlating maximized individual talents with maximized organizational strengths, coaching can set in motion a self-sustaining and self-enhancing system of factors and forces generating substantial business impact.

coach A continues to grow and reaffirm its commitment to providing professional coaching services that empower companies at both the individual and organizational levels to identify, activate, and enhance core competencies that flow directly into tangible business results窶杯o empower them, in other words, to take on and surmount ever-greater business challenges and exponentially evolve their creativity, productivity and systemic capabilities.