Start at the top and educate your executives on the differences and benefits of coaching versus counseling.
Interview them on their perspectives on coaching and
assess their willingness to participate and support a
coaching initiative. Explain the benefits of coaching
and ask them where they see applications for coaching
inside their organizations.
2 IDENTIFY COACHES, PARTICIPANTS
AND EXECUTIVE SPONSORS
Look for individuals and managers that can become
trained to be coaches inside your company. These
individuals may be inside your talent management
and organizational development areas or could exist
inside the business itself. Consider having talent
management or Human Resources executives trained
and credentialed by the International Coach Federation as professional coaches.
As a result, they will be in an excellent position to
coach executives in the company. Alternatively, you
may choose to utilize external coaches. If so, you can
submit a request via the International Coach Federation
Coach Referral Service website or ask colleagues for
Simultaneously, you will want to identify candidates to participate in the coaching program. Therefore, review your succession planning and consider
top talent managers, directors and executives. Participants should be excited to be part of the program and
willing to make a commitment.
Just as important as identifying the coaches and
participants is to make certain that you have executive
sponsorship. Determine which executives would like to
sponsor the program and be a participant. Request that
they support you in your coach and participant identification, marketing efforts, during participant enrollment
and throughout the program’s life cycle.
3 MANAGE EXPECTATIONS
Be sure to clearly set expectations with your internal
coaches, individuals being coached, the executive
sponsors and, of course, your managers and colleagues. It is best to run the initial program as a pilot
and build upon its success. Make certain everyone is
clear on the goals of the program, time commitment
and their roles and responsibilities.
Enroll your internal coach candidates in a coach-training program that is designed to train individuals
that work inside companies as a coach. If you choose
to enroll internal employees to become coaches, ensure
they’re being coached by someone with experience
training internal coaches. In addition, be sure to train
the individuals who are to be coached on the role
and responsibilities of the participant. While training
your coaches, be sure to establish a clear and consistent process for enrolling clients, coaching time
and exiting clients. The key here is to ensure that
everyone participating has a similar experience.
5 MEASURE SUCCESS
Prior to starting the program, determine how you
will measure its success. It may be done simply by
using a Net-Promoter Score or setting up a simple
impact study. It doesn’t have to be a rigorous measurement such as ROI.
If your program is embraced and utilized (
coaching clients show up and participate in the coaching), then that’s a great sign. Interviewing them
or surveying them on the benefits they received
is also an excellent idea. In addition, be sure to
ask the program participants' manager about the
changes they may have noticed in their employees'
behaviors after being coached.
In a time where we’re surrounded by change and
have so many demands on our personal and professional lives, the need for coaching is at an all time
high. Coaching is a model for engagement, empowerment and accountability.
It teaches those being coached to be responsible
and to “own” their results. By engaging in coaching,
you’re making a decision to replace mediocrity with
high-performance. So let’s ask ourselves, who and
what company doesn’t want full engagement and
Renée Robertson is CEO of Trilogy Development, a leadership
development and talent management consultancy. Robertson
is an International Coach Federation Prism Award Winner
for Internal Coaching. She shares her insights in her book,
The Coaching Solution: How to Drive Talent Development,
Organizational Change and Business Results.