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  3. There’s no question that future leaders will need constant coaching. As the business environment becomes more complex, they will

There’s no question that future leaders will need constant coaching. As the business environment becomes more complex, they will

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问题     There’s no question that future leaders will need constant coaching. As the business environment becomes more complex, they will increasingly turn to coaches for help in understanding how to act. The kind of coaches I am talking about will do more than influence behaviors; they will be an essential part of the leader’s learning process, providing knowledge,   opinions, and judgment in critical areas. These coaches will be retired CEOs or other experts from universities, think tanks, and government.
    Clearly, this is not a description of what most coaches do today. What we think of as coaching is generally a service to middle managers provided by entrepreneurs with a background in consulting, psychology, or human resources. This kind of coaching became popular over the past five years because companies faced a shortage of talent and were concerned about turnover among key employees. Firms wanted to signal their commitment to developing their high-potential executives, so they hired coaches. Meanwhile, businesspeople needed to develop not just quantitative capabilities but also people-oriented skills, and many coaches are helpful for that. As coaching has become more common, any stigma attached to receiving it at the individual level has disappeared. Now, it is often considered a badge of honor.
    The coaching industry will remain fragmented until a few partnerships build a brand, collect stellar people, weed out those who are not so good, and create a reputation for outstanding work. Some coaching groups are evolving in this direction, but most are still small firms specializing in, for example, administering and interpreting 360-degree evaluations. To get beyond this level, the industry badly needs a leader who can define the profession and create a serious firm in the way that Marvin Bower did when he invented the modern professional management consultancy in the form of McKinsey & Company.
    A big problem that tomorrow’s professional coaching firm must resolve is the difficulty of measuring performance, as the coaches themselves point out in the survey. I’m aware of no research that has followed coached executives over long periods; most of the evidence around effectiveness remains unproved. My sense is that the positive stories outnumber the negative ones—but as the industry matures, coaching firms will need to be able to demonstrate how they bring about change, as well as offer a clear methodology for measuring results.
    Despite the recession, I agree with most survey respondents that the demand for coaching will not contract in the long term. The big developing economies are going to have a tremendous appetite for it because management there is very youthful. University graduates are coming into jobs at 23 years old and finding that their bosses are all of 25, with the experience to match.
The service coaching industry can now provide includes
选项 A、training on interpersonal skills.
B、carrying out 360-degree evaluation.
C、developing quantitative capabilities.
D、turning disgrace into a badge of honor.
答案A
解析 根据题干中的provide now可定位到第二段，该段首句中的what most coaches do today与此对应。该段第五句提到，商界人士需要具备与人相处的技巧，而许多咨询顾问对此都很有帮助，A项“人际交往技能”就是现在咨询顾问行业可以提供的服务之一，故为答案。B项中的360-degree evaluation出现在第三段。但是carrying out“开展”与文中的interpreting“诠释”是两码事。第二段第五句说“商界人士需要培养与数字打交道的能力”，但原文many coaches are helpful for that“许多咨询顾问对此都很有帮助”的她并非指数字打交道的能力，而是人际交往能力，故C项错误。D项拼凑了第二段最后两句的disgrace及a badge of honor，原文说的是个人接受咨询从过去的disgrace转变成a badge of honor。
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