This paper adopts a case study approach in order to examine the issues relating to the deployment of a coaching and mentoring intervention within the context of a specific UK based small and medium-sized enterprise (SME). The SME coaching and mentoring research agenda is highlighted as an area urgently needing attention given its economic impact. This paper seeks to initiate this debate. The pre-eminence of culture within an organisational context is analysed in order to establish its uniqueness and impact on coaching and mentoring deployment. A number of barriers to effective coaching and mentoring within this context are also identified as issues that need to be incorporated within an intervention if it is to be successful. A coaching and mentoring programme was developed to incorporate these findings and provide a starting point to address the SME research chasm.
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