Coaching in the organization.
How to get prepared,
the process and principles.
“A ship in a harbour is safe, but this is not what a ship is built for” – Admiral Grace Murray Hopper
How do I work?
At my work I do follow the code of ethics and expertise gained at the International Coach Federation – the first association to establish and put forward the definition and establish philosophy of coaching worldwide, accompanied with the ethics standard of the coaching experts’ trade.
First session is free
Our first meeting is aimed at getting to know both parties, to see how I work, share information and to answer whether it is me, that the Client would like to work with. It usually lasts 30 minutes, is free of charge and is non-committal. Its objective is mainly to assess the potential of our future cooperation.
List of potential business expertise areas:
Career planning/considering promotion prospects/taking up a new post
Competence development/ behaviour change
Development of communication skills and building relationships
Task and responsibilities delegation skills enhancement
Improvement of personal efficiency
Providing support when taking a new role/function/position
Development of leadership skills
What is the coaching cycle in the organization like?
How to get prepared
- Sponsors of the project (eg. CEO, HR Executive) delegate employees they would see embraced by the coaching process.
- Every person/Client is presented with tailor made pre-determined objectives and the suggested scope of coaching. These may stem from the new tasks entrusted to the employee, his or her individual career plans or help identify areas for improvement in the current business scope. Preliminary arrangements are crucial hence it is advisable to involve the management/supervising personnel of the candidate for coaching, a representative of HR and the employee/Client himself.
- The Coach and the Sponsor discuss the following issues:
– coaching objectives for the employee in process – what would they expect to have changed?
– coaching principles, with particular emphasis on the course confidentiality
– communication system – the feedback on the process of coaching
– the time and method of providing general details concerning the employee (job description, annual evaluation report, development objectives, company information and its strategy, etc.)
– diagnostic tools/instruments used in the process – Personal Analysis and 360-degree Assessment of Competence
– time framework and budgeting
- The first meeting of the Client with a Coach – the introductory session. During the session, both parties get to know each other, discuss the principles of coaching, verify client’s expectations. As a result of sessions customer decides to work with a coach.
- Signing the contract.
Coaching – the process.
Coaching is based on Client’s individual meetings with the Coach. The process covers seven to ten sessions of approximately 1-1.5 hrs every 2-3 weeks. The overall coaching cycle lasts from half a year to a year. At first, Client determines specific objectives of the coaching complemented with an assessment of the current situation. Besides employer-provided details and the Client’s reviews, the starting point for such an evaluation are the (supporting instruments of the) Personal Analysis and 360-degree Assesment of Competence. Assessment tools enable managers to make an objective evaluation of their natural management style and determine potential areas for self-development.
Completing the coaching process
Having completed the scheduled sessions, the client is granted a feedback meeting to discuss the process accomplishment between the Client, Project Sponsor and the Coach. The outcomes of coaching, anticipated changes vs objectives, prospective development plan for the manager. In order to objectify the assessment we may revise 360-degree Assessment of Competence. At this point it is also possible to plan additional sessions (follow-up) after 3 to 6 months.
What is an added value of working with me?
The support of an experienced coach. Professionally: have run over 400 session-hours, spent 15 years as a manager at Reckitt Benckiser, Michelin or Masterfoods and privately: the unique experience of embracing adversity.