Success with coaching requires thoughtful preparation and participation. A coach and leader candidate design, create and discuss together, in a confidential and tailored fashion, the choices and actions for professional development to fulfill organizational goals relevant for the leader, their team and the sponsor.
The leader candidate receives coaching support to prepare and engage in meaningful development conversations with their direct manager. Strengthening this partnership for a development focus accelerates building organizational capacity in advance of strategic need. Leaders gain agility to respond more quickly to market opportunities while optimizing that leader’s contribution to current organizational results.
During the coaching engagement, the goal is for the leader candidate to gain greater self-awareness, strategies to leverage strengths, clarity about influence and impact on others, understanding for how to generate more effective alliances and more confidence for collecting and reflecting on feedback that supports continuous self-development.
At the end of the engagement, appropriate closing documents and measurement of desired outcomes are completed through the Coaching End-Point Progress report. All key stakeholders review this written document and, when desired, a final triad meeting is held between the coach, the candidate-leader and the leader’s direct-manager to discuss progress and future planning. Approximately two to three months after the coaching assignment has ended, the coach contacts the candidate-leader to assess how development is progressing against the original coaching goals.