Inform the executive before starting the coaching program.

A manager needs to be committed and motivated. The coaching partnership provides a solid context to make changes and implement developmental goals. Trust and confidentiality is very important. Therefore, we do only work with a coachee, if we get their personal approval for coaching. Clear guidelines and goals will be reviewed and put in writing.

Link company business objectives to the performance goals of the coaching participant.
Coaching doesn’t happen, it means work. The company needs to see bottom line results in order for coaching to succeed. Coaching provides the greatest impact when the company’s overall strategy, department needs and individual goals are considered. This alignment will provide the maximum business impact to the company’s target.

Gain support for the coaching engagement.
Without top management support, coaching becomes a negative experience. Lack of strong internal sponsorship by top management, key stakeholders, human resources and the executive’s immediate supervisor is an important reason why coaching programs fail. Having the team manager supporting coaching by being actively involved throughout the process is critical. In addition, senior management needs to actively advocate for the program and its importance. All the players need to notice and express the progress, successes and continued improvement directly to the coaching participant.

Positively position the coaching program inside the organization.
Without organizational acceptance, the executive is set up to be unsuccessful. Position the coaching program in the organization so that people have respect for the coaching concept, stand solidly behind it and actively support it. People need to see coaching as positive and developmental, rather than simply remedial. The company should prioritize the development of leaders and high potentials instead of targeting only poor performers. Educate others about the bottom line impact of executive coaching on an organization’s performance. Top leadership needs to see how coaching directly impacts the company’s success.

Provide constant coaching updates, progress and success.
If management doesn’t see clear progress, they may assume there is none. Throughout the coaching engagement, the executive will share weekly email progress updates with the sponsor, human resources, immediate supervisor, key stakeholders and other influential executives. Once every three months, the coach will sit down with the immediate supervisor to review progress, outline areas for improvement and suggest solutions to meet the coaching objectives. During this meeting, the immediate supervisor, sponsor and human resource professional will meet to provide feedback on what they notice has changed, new data to focus on and the overall progress of the coaching program.