Executive Leadership: How to manage the coaching process in your organization

Coaching is often incorrectly viewed by corporate leaders as a subjective or amorphous process. But the science of professional coaching is just that - a science. It is standards and outcomes-based, and it is delivered by a practitioner with professional credentials. A successful coaching relationship will include:

A qualified coach: Since there is no centralized accrediting organization for coaching, it falls on the buyer to set his or her own standards for qualifications and experience. Standards may include years of experience in a similar business or industry, references, educational background (e.g. MBA, PhD in industrial psychology, etc.) and specialized experience within a corporate structure (e.g. having held a c-level position or a board of directors seat).

A defined process: A large organization might have several coaches, each with his or her own process and tools. Coordination of delivery and consistent measures of success are key to affecting measurable organizational improvement through coaching.

Links to the organization's strategic plan: What do you hope to achieve through coaching (e.g. a more robust talent pipeline) and how will you assess the success of the coaching program as it relates to these strategic goals?

Quality assurance: How are the coaches and coachees matched, and how are your coaches trained and qualified?

Measurement of impact and results: A successful coaching relationship is based on benchmarks set by the coachee and his or her managers, colleagues and direct reports. Identify individual and organizational expectations and how you will measure them.

Meet Corporate Performance Strategies executive coaches, and learn how we improve performance in measurable ways. Call 770-587-2265 today.

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