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In House Coaching:

Step Three: The Coaching Process


Step Three: The Coaching Process

A.      Orientation program for all participants

B.      Develop a coaching agreement and calendar

C.      Brainstorm for Coaching Topics

D.      Develop a coaching/developmental action plan

E.       Provide developmental activities

F.   Ongoing evaluations

G.     Graduation ceremony or celebration

A. Orientation program for all participants

Participating coaching pairs should be provided an orientation to the coaching process.  Here coaches and coachees can get acquainted, share expectations, and define success.  This orientation can also be used to clarify roles, review some dos and don’ts of coaching, and identify some specific outcomes that both the coach and coachee what to achieve.  Together the coaching pair should discuss and agree on the following:

  • Define a coaching relationship

  • List critical skills and/or competencies for a successful coaching

  • Recommend topics to be covered

  • List expectations

  • Discuss what each of the following means to you: active listening, negotiating, and constructive feedback.

B. Develop a coaching agreement and calendar

The first action taken by a coaching pair is to establish a coaching agreement.  This agreement should state in writing the ground rules for the process, a completion date, frequency and timing of meetings, confidentiality, and termination.  Both should sign the agreement and give it to the program coordinator.

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C. Brainstorm for Coaching Topics

Before building their coaching action plan, the coach and coachee should brainstorm and prioritize potential session topics.  Although these topics depend on the needs of the protégé, some topics to consider are as follows:

  • Managing conflict

  • Career advancement

  • Working effectively with others

  • Time management

  • Networking

  • Coping with office politics

  • Leadership development

  • Team dynamics

  D. Develop a coaching/developmental action plan

Once the coaching pair has the preceding groundwork completed, they can put together an action plan.

One simple way to build this plan is to complete the following Action Planning Chart.

 

Goals

Desired Outcome(s)

Actions Taken/Activities

1.

 

 

2.

 

 

3.

 

 

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E. Provide developmental activities

In addition to the coachee’s actions and/or activities designated in the action plan, the steering committee or program manager may want to offer additional developmental opportunities.  This might include such things as…

  • Webinars

  • Seminars

  • Speakers

  • Training videos

  • Workshops

  • Reading material

  • Etc.

  F. Ongoing evaluations

Evaluations should be conducted throughout the program.  Evaluations should be conducted for mentors, coachees and supervisors. Evaluating the experience for both the mentor and the coachee is a critical step in ensuring a successful program. Evaluation can aid the mentoring program by capturing relevant information such as interaction, activity and satisfaction level. It is also critical for supervisors to evaluate the program from their point of view. The supervisor can provide feedback on ways the mentoring program has improved the employee’s performance and contributed to their office or unit goals. Supervisors can also make valuable recommendations on improving the program.

It is recommended that two evaluations are conducted: one at the mid-point and one at the specified end point.  Below is a sample evaluation…

 

  1. Coachee:

  2. Coach:

  3. Number and dates of coaching sessions:

  4. How well have you achieved your action plan goals?

  5. What obstacles did you encounter?

  6. How suitable was your coach/coachee match?

  7. How supportive has your supervisor been during your coaching process?

  8. What have you gained or learned though your coaching experience?

  9. Would you recommend coaching to others? Why or why not?

G. Graduation ceremony or celebration

Don’t forget to celebrate the coaching pairs.  When a coaching agreement has been completed recognize the work of both the coach and the coachee. 

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