Alison Carter
Alison is an expert in identifying the organisational outcomes from leadership development, coaching and culture change initiatives. An experienced evaluator, she has worked with significant UK and global organisations in the public, private and voluntary sectors, to identify quantifiable benefits (including RoI) as well as powerful individual ‘stories’.
Alison has substantial research experience. Back in 2001, she published one of the first exploratory studies into the executive coaching process while working at Institute for Employment Studies (IES). More recently she has explored leadership ‘blind spots’, team coaching and the impact of coaching on employee engagement and well-being (2012).
She has an MBA from Henley Management College and a professional doctorate. She was a Founding Director of European Mentoring and Coaching Council (EMCC) in 2003-5 and is a Chartered Fellow of CIPD. She serves on the editorial advisory board of Coaching at Work magazine.
Before moving into research Alison spent ten years as a management developer with NHS and IBM (UK). As a former manager herself, Alison has a reputation for insight and advice which maximises the practical impact of development on organisational performance.
Alison is an international authority on methods for evaluating coaching programmes in work settings. As Co-Chair of the Harvard/IES 2nd International Coaching Research Forum (2009), Alison co-led an invited group of 20 leading coaching researchers from 11 countries, who came together to share tools for measuring coaching outcomes and processes. Her conference appearances include at US Academy of Management (2002 & 2008).