Coaching Options

Coaching Philosophy

A trusting, open, honest and mutually respectful relationship between client and coach provides the foundation for a successful coaching outcome. Confidentiality is strictly adhered to by the coach. Content of individual conversations cannot be disclosed.
The client, the sponsor and the coach need to work on the client’s behalf in atransparent manner, recognizing that there may be a gap between current reality and the client’s full potential. Transparency also needs to be present whenever meetings occur between sponsor and client.
Viewing the client from a systemic perspective is key to understanding the client’s situation and achieving appropriate goals. This means there may also be issues in the system itself to be addressed in order to facilitate the client’s development.
The coach sometimes gathers peer feedback and offers input to the client to heighten interpersonal awareness. The coach then plays a significant role in challenging the client to consider change outcomes which the client might not identify on their own.
The coach can be of service by holding the client accountable for their choices and responsible for actualizing effective changes.
Learning, on the part of the client, sponsor, and coach is fundamental to a meaningful coaching relationship, as well as to a successful outcome of the coaching process.

Learning Approach

Our coaching model focuses holistically on increasing self-awareness, sometimes challenging existing assumptions and mindsets, and enabling sustainable behavioral shifts. The learning model used is based on real-time client challenges, helping the client to apply learnings and behavior changes directly into the workplace.

The coaching process is an attempt to teach clients to become reflective practitioners, stepping outside the pressures of everyday business and looking at their work lives with fresh eyes.

The goal of increased personal understanding and self-management usually produces enhanced leadership and collaboration.

The Coaching Process

Beginning of the Coaching Relationship

Establish agreements & terms of coaching relationship with sponsoring organization
Clarify client’s commitment and readiness to engage in a coaching relationship

Establish Commitment to the Coaching Relationship

The client and coach need to have one or two initial meetings before a longer term agreement is solidified. This allows all parties to establish the “fit” between coach and client
Identify any assessment tools or data collection steps that will be used, if appropriate
The process of building comfort level and trust begins during this phase, with the understanding that trust is developed over time
Discuss expectations, including parameters of the coaching relationship, such as ways of working (face-to-face, phone, email) and frequency and duration of sessions

Clarify Client’s Personal Goals and Current Reality

Establish overarching motivations and desires for personal development
Position these desires within broad life purposes and organizational objectives
Explore where client is in the system, how s/he sees the system and other players in it, how s/he is perceived by the system
Share feedback, if available, from pre-coaching diagnostic assessments and stakeholder interviews

Set Goals for Development Within an Organizational Context

Obtain client commitment to specific areas of development and/or skill enhancement
Acknowledge balance between leveraging strengths and focusing on developmental needs
Clarify desired outcomes and strategies (that will continue to evolve) to get there
Align around behavioral changes that are important in the near term and long term

Frame and Support Learning in Action

Select naturally occurring challenges (“real-time laboratories”) in the work environment (or other situational contexts) to serve as learning opportunities between sessions
Explore what worked, what didn’t, why, unintended consequences, and how this knowledge impacts future behavior
Use the dynamics of coach/client interaction as data for mutual reflection and support
All parties must always respect that each individual has his/her own pace of change and integration of learnings

Coaching in Action - a Holistic Approach

Challenge client to stretch beyond their comfort zone
Assist client to investigate and challenge some assumptions and beliefs about who they are and the organizational environment that they work in, and how this may be affecting perceptions and outcomes of work
Encourage client to explore different and broader views than what initially appear available or possible
Encourage action experiments where client solicits feedback from peers and senior management on newly adopted mindsets and changed behaviors
Expect that the process is not a linear one, and typically has an up and down effect

Develop Support Systems to Sustain Change Growth

Identify structures and ambassadors in client’s environment that will support their development and new behaviors
Collaborate with peers and senior managers to reward the incorporation of reflection time and continuing to build self-awareness
Solidify ongoing feedback mechanisms
Develop social networks for continued growth

Putting Closure to the Coaching Relationship

Review outcomes and changes that are applicable to all stakeholders
Acknowledge progress and success, and seek out ongoing means of continued learning
Sponsors should be fully involved in acknowledging the success of the client
Develop and obtain sponsor support for ongoing professional development - this is a key element to sustained success
Often it is helpful to arrange a follow-up connection between the coach and the client. Options include a monthly check-in phone meeting, a three-month check-in meeting or a six-month check-in meeting.