1. Sponsors of the project (eg. CEO, HR Executive) delegate employees they would see embraced by the coaching process.
2. 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.
3. 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
4. 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.
5. Signing the contract.

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.

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.