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Newsletter - April 2008

OI Partners

Efficient Coaching Processes Simplify Complexities of Coaching Assignments

April 10, 2008 - E.C. Sherry Jr.

Managing coaching assignments becomes more demanding each year.  Today’s assignments require managers to have excellent administrative, organizational and leadership skills in order to handle the complexities and requirements that come with each assignment.  And because each coaching assignment is different, managers face greater challenges.

Having a good coaching process makes the manager’s job much more efficient.  An example of one such process follows:

  • First, the client identifies the person to be coached (the “executive”).  After which the manager of coaches presents alternative coach candidates to the client who approves the recommendations. 
  • The manager of coaches then introduces the coach candidates to the executive who makes the final choice of who his coach will be.  Good coach-executive chemistry is most important to achieving success.
  • As the coach-executive relationship begins, the assessment of the executive in his or her work environment takes place.  All discussions are confidential. The coach discusses with the executive his or her background, current responsibilities and job challenges.  Thereafter, and with the executive’s support, the coach holds one-on-one discussions with selected peers, subordinates and boss to gain greater insight.  The coach develops an appraisal of the executive’s strengths and development needs as related to the client’s business goals.
  • The executive’s personal development program evolves when, working together, coach and executive match what the coach has learned with the organization’s performance needs.
  • The coach, executive and the executive’s boss review the executive’s development program, agree to adjustments and commit to the plan.  Participation by the client’s human resources leader and others involved may be desirable.
  • Guiding and enhancing the executive is achieved through coaching tools such as role playing, video feedback, journaling, shadowing and live-action, among others.
  • Lastly, follow-up assessment of the executive takes place with the coach circling back to those with whom discussions were held.  Such follow-up gauges the executive’s progress.

As the manager of this process, one needs to continually monitor the assignment/s.  Attention must be paid to timely progress as well as cost-effective schedules.  Keeping multiple executive coaching assignments on track is a challenge. However, it remains critical that schedules are closely followed and that a results-driven atmosphere is maintained.  Good management is the key to success.

Edward C. "Ned" Sherry Jr. is managing partner of OI Partners - The Callos Companies (Pittsburgh). He can be reached at 412-281-8235 or nsherry@oipartners.net.