How can Coaching help you?  

Coaching is widely recognised as one of the most powerful people-development tools available .  

It is usually delivered one-to-one although coaching of groups is possible and can be highly effective. Coaching engagements are highly-tailored and seek to deliver specific results for individuals.  

Underlying the coaching approach is usually a presumption that the individual has the requisite technical knowledge to achieve the results that are sought but is in some way "blocked" from achieving them.  

Where this proves not to be the case, a move to a mentoring or even a training approach may be needed. Mentoring is essentially an approach used to transfer knowledge, usually from one individual (who may be a subject matter expert in their field or simply have longer experience) to someone with less experience in that field, regardless of their position.  

In many cases, some kind of behavioural change is needed on the part of the person to be coached. There can be many reasons for this, ranging from a lack of confidence to confusion due to volume of information leading to an inability to identify core issues, or there may be issues of conflict. In any event, successful coaching depends on (1) recognition on the part of the person to be coached that an issue exists and (2) willingness to seek help in resolving it.  

Coaching is not usually a good way to impart knowledge as such (although the individual being coached will normally gain excellent insights into ways in which their performance can be enhanced). Imparting knowledge is usually the remit of training or other forms of development such as supervised practice, training or mentoring.  

A successful coaching relationship is intense and highly personal and requires a high level of personal and professional trust. It must also be clear to all concerned that the relationship between coach and coachee is confidential.  

There will normally be three parties to the relationship:  

• The Coach  
• The Coachee (the person seeking to be coached)  
• The boss of the Coachee and / or a proxy such as the Head of HR for the firm  

A coach may be brought into a firm by the HR Director or equivalent, by the Senior or Managing Partner or MD or by any individual who recognises that they themselves could be helped by coaching.  

The latter may require the agreement of one or more senior individuals if the firm is to be asked to pay for coaching. However, it is not uncommon for individuals to pay for their own coaching especially if such things may be seen as a sign of weakness by colleagues. In this case, the relationship will exist only between the coach and coachee and coaching sessions may need to take place outside the workplace.  

Engagement Process  

No two coaching engagements are alike, because no two clients are the same. However the process of engagement may appear similar. It will typically comprise:  

• Agreement on the desired results from the coaching  
• An initial "chemistry meeting" which will be followed by  
• Contracting  
• A series of sessions each lasting approximately 90 minutes to 2 hours.  
• A review process.  

The desired results. A decision to begin a coaching engagement will normally be driven by a conversation between the coachee and their boss which will highlight an issue that both agree should be addressed. The views of each person on the exact nature of the issue and the results to be achieved may differ (although those differences may not always be discussed openly....)  

The more specific the definition of the results that are desired, the more effective the coaching engagement is likely to be. A good coach will tell you if the results are not, in their view, achievable or if they fall in an area outside the abilities or personal boundaries of the coach.  

The Chemistry meeting. At the start of a coaching relationship, the coach will normally meet the coachee for a "chemistry" meeting to find out from the coachee's point of view what are the key issues and what outcomes are sought. It is also an opportunity for both parties to decide if they will be able to work together effectively, having in mind that the coaching relationship can become quite intense and is inevitably highly personal. Following the chemistry meeting, the coach and/ or coachee may elect at this stage not to proceed.  

Contracting. If both agree that they can work together successfully, the boundaries of confidentiality will be agreed between all parties. The coach will produce a letter confirming what has been agreed, including fees and an outline schedule of meetings, cancellation terms etc. That letter will form the basis of any contract governing the engagement.  

Fee levels for coaching vary widely. However, many good business / executive coaches benchmark their fees against those charged by senior partners in large professional services firms.  

Coaching Sessions . It is common for coaching to begin with a set of six sessions, spread out about one month apart, and with each session lasting 90 minutes to 2 hours. In some cases, the pattern and length of sessions will differ with an initial session of 3 hours, for example, followed by a second of 2 hours and further sessions of an hour apiece: it all depends on the needs of the client and how they prefer to work.  

In all cases, the coach will seek to ensure a clear goal for each session and specific outcomes. These will be related back to the desired results agreed at the outset, recognising that changing circumstances may lead to changes to those desired results. In other words, a coaching engagement will be flexible.  Each session will normally begin with a review of goals and the setting of goals for that session.  

Review. At the end of the agreed set of sessions, the coach will arrange a review with the coachee and where relevant the "economic buyer" (the coachee's boss and / or the head of HR or equivalent). Both will review actual outcomes from the coaching to assess to what extent the desired results have been achieved and to agree next steps.  

In some cases this may include further coaching. In many cases the coaching relationship will end at that point. A good coach will not seek to extend a relationship if it is simply to provide a crutch; the aim will always be to enable the individual to take wing and fly solo.  

To learn more about how we can help you through coaching, please Contact us.