66 Contexts What type of coaching is needed? Reference to a `coaching implementation' may of course mean different things even within the same organization. A very high level of rigour might be demanded for implementing a programme to groom a cadre of in-house coaches, who might initially be able to support the coaching needs of only a small number of people. In contrast, a programme that aims to train all of an organization's managers and encourage the use of coaching in every staff development meeting may not demand such a high standard of coaching proficiency to be achieved but involve a comprehensive roll-out to a large base of individuals. An initiative to recruit external coaches may similarly involve careful execution, while introducing coaching as a discretionary skill for managers to use at will may be less exacting. As may be seen, we've returned to using a variety of definitions for `coaching', and any number of these may be relevant within a single organization ­ in other words, more than one coaching implementation may be relevant for any company. In turn, the choice of which type of coaching implementation is appropriate determines the criteria in a framework such as the Coaching Focus model that should be satisfied ­ in