Are you trying to create an executive coaching program for the first time? Or maybe you want to improve an existing executive coaching program. I’ve highlighted some important practical considerations from Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders by Brian Underhill, Kimcee McAnally and John J Koriath. Click here to find a fuller excerpt from their book.
Culture and Leadership Support
If your organization hasn’t used executive coaching for high performers before you should seek a credible executive to sponsor your coaching program. Identify those senior managers who might be more willing to give it a try and ask whether any of them already work with executive coaches or who know others who do. You could also consider some small steps to start with: add a couple of coaching sessions to reinforce existing training courses; or maybe focus on providing coaches for newly promoted leaders. Build momentum by collecting and publicizing testimonials from successful coachees.
Marketing and Communications
A coaching program will need some level of internal marketing to properly position the effort throughout the organization. In a smaller firm, word of mouth may be fine but in a large organization you might need something like an internal website. Communicating the roles and responsibilities of all parties involved with coaching is also key: briefing the executive to be coached; expectations for HR or the coachee’s boss and other stakeholders.
Matching
The personal match between an executive and their coach is absolutely critical. In the matching process you need consider whether the executive is assigned a coach or gets to choose; whether the executive can interview coach candidates, and if so, how; how to check that the match remains good as the assignment progresses and what you should do if things go wrong.
Instrumentation
Most executive coaching begins with some sort of feedback process and you will need to think about how this feedback will be collected: interviews or a 360-degree tool; internally designed or off‐the‐shelf? Can the coach use his own tools? Who has access to the feedback results?
Assignment Activities
You will need to decide how long assignments should last: six months or twelve months? Should these lengths vary by leader or level in the organization? Can executives upgrade from shorter to longer lengths if desired? Who pays for the coaching: the executive’s budget, a central corporate budget, or some combination? How often should coaching take place and who decides? You will also need to consider how action plans from coaching are generated and what follow up work is required with the executive. Further feedback reviews may be part of your plan.
Outcomes
How will you measure the success of your executive coaching program? Here are some areas to consider:
- Satisfaction: Is the leader satisfied with the coach? Will this satisfaction be measured, and, if so, how?
- Progress: Did the leader make progress back on the job as a result of coaching? Will you measure this through a repeat 360, a mini-survey or an assessment from the executive’s boss?
- Return on investment: Will this be measured? How?
Internal Coaches
Will internal coaches be used? Do you need a coach to coach your coaches? What are the boundaries of confidentiality for internal coaches? Is this a part time assignment; will they have enough time or be focused enough for this job? Are they viewed as credible and trustworthy in the organization?
Coach Sourcing
Finding high quality coaches is an ongoing challenge for the human resources and leadership development professional. Look for full service coaching vendors, coach referral networks, recommendations from other companies, professional associations and the internet. Many coaches approach leadership development professionals and company’s leaders directly. In screening your executive coaches you will have to judge the right balance of criteria such as business experience, coaching experience, industry experience, match to the organization’s culture, ability to build rapport, cost and certification.
Coach Community
Building a pool of executive coaches can be a great way for you to strengthen your ability to deliver an effective executive coaching program. Think about how to forge good links with the executive coaching community in general and with your favoured coaches in particular.
Logistical Considerations
You will need to consider the practicalities of contracting with your executive coaches (a formal contract and confidentiality agreement) and how they will invoice for their services. You may need to agree how travel expenses are handled too. Finally, you will need to decide what resources you need to manage the coaching operation: from scheduling meetings to organizing feedback.
Good luck!
