Coaching in the workplace can be delivered 1-2-1, in teams or ad hoc. 1-2-1 sessions are between 40-90 minutes long, usually once a month while team coaching can be delivered using a variety of models allowing time to work through each stage of the process.
People need to feel safe to divulge information and share ideas. It is vital that that all stakeholders subscribe to the process and are totally committed to the programme.
Coaching programmes need clarity. Clarity involves being clear about:
What coaching is and what it isn’t (distinctions between coaching and mentoring)
Why coaching is being introduced (What it will support/influence/change)
How it will be carried out (One to one, group, peer, face to face, telephone)
What it will address (overarching values, individual, organisational and team goals, desired outcomes)
The coaching contract
A coaching programme is a form of contractual arrangement. A clear flexible plan should be developed with the lead practitioner establishing the goals for the programme and how this will link to the vision of the organisation. Roles and responsibilities for all stakeholders need to be discussed and clear time frames established.
The contract will also make provision for who will be coached, how coaches will be chosen and how the results of coaching or mentoring will be assessed and evaluated. The nature and frequency of the sessions will also be agreed.
Effective record keeping is essential to enable continuous improvement and monitoring.
Codes of practice will clarify expectations and set boundaries.
There is usually a mid-session and final review with all stakeholders to evaluate the outcomes against set goals and objectives.
When setting up the coaching programme it is useful to remind yourself of the structures and processes involved.
Select the SUPPORT Model link to investigate this further.