Coaching Approach for Leaders in Business
Philosophy: Presuming the clients want to improve and are accountable for improved performance, the coach guides assessment and development processes to yield intended results. Coaching may build knowledge and skills by enhancing strengths and countering weaknesses. Coaching will build motivation, confidence and focus, enabling clients to better perform based on knowledge that they typically already possess. The clients “own” their development and its workplace execution.
A coordinator, the clients, their managers and the coach agree to general goals for increasing effectiveness. Coaching parameters, costs and timing are outlined.
- General goals for development
- Signed coaching agreement
Before coaching initiation
The coach applies appropriate approaches and instruments to identify specific strengths and shortcomings related to the general development goals. Examples of approaches include “360” interviews, targeted interviews and shadowing. Instrument examples are EISA, PIAV, DISC, SF and LPI. When practical, company assessments are used.
This phase also includes initial coaching sessions to guide performers in exploring the assessment results, their situations and their own deep understanding of relevant issues and internal “interference.” Through these sessions developmental objectives are obtained.
- Formal, written development objectives “sized” to be accomplished in six months
- Objectives agreement by the coach, clients, managers and coordinator
1 ½ months
The coach and clients target the objectives. The clients are responsible to develop and, in time, perform consistent with the objectives. The coach provides: processes to clarify goals, options and actions; analysis insight; guidance; and reinforcement for sustained development.
Approximately half-way through the coaching period, the coach discusses the coaching processes and progress with the clients and their managers. If necessary, course corrections are implemented.
- Dedicated coaching sessions with the clients pursuing development
- Confirmed or corrected processes midway
- Improved performance per the objectives
4 ½ months
The coach summarizes the coaching emphasis and the client’s development. He shares it with the client, manager and coordinator. The coaching then closes or continues with new or revised objectives.
- Understanding of progress
- Decision on closing or continuing the coaching
A week following the final coaching session