Coaching Factors for Success
With today’s shortage of talented leadership at all levels, coaching has proven to be a highly individualized approach to building critical skills while engaging and retaining talent.
Everyone knows that preparing goals for the New Year is important. But achieving those goals depends on the talent available to bring them to life. As recently as twenty years ago, coaching was focused only on helping senior executives behave and lead more humanely. Consider these coaching factors as you develop you plans for the New Year.
Coaching resonates well at all levels. The key to a successful coaching engagement is not about level, but about value. The sponsoring company offers this individualized opportunity for learning to highly valued associates they wish to retain. In turn, the selected associates recognize that the company appreciates their work and wants to build upon their skills, talents and engagement.
As companies are increasingly more transparent about their succession plans, the person ‘in waiting’ for a promotion can benefit from coaching that helps anticipate a significant step up in responsibility.
Then there is the person who was recently promoted. They benefit from the private opportunity to work through the challenges that come with a wider scope, a larger staff, more visibility and higher expectations.
Finally, the highly valued associate who has a track record of success with many skills, whose blind spot about a particular behavior can limit future advancement if not improved.
The specific details of the coaching engagement will vary but a few factors are critical for success.
- Commitment – The sponsoring company must be genuinely committed to the ongoing success of the selected individual. The client must be genuinely interested in personal self-development on the path to being the best person they can be.
- Rapport – The client and the coach must be able to establish a quick and genuine rapport with each other. No one wants to waste several coaching sessions trying to decide if the chemistry works. The client must feel comfortable in order to trust the coach while the coach must believe that the client is truly capable of growth.
- Honesty – Both the coach and the client need to be honest with one another. The coach needs to ask tough questions, give feedback, and provide ample space for the client to self-explore. The client needs to let the coach know what is, or isn’t, working in order to make this the best possible learning experience.
- Confidentiality – The coach must hold the content of the conversations confidential. This is a basic premise of a coach’s code of ethics that should be honored unless the release of information is required by law.
- Time – Changes in behavior take time and practice. The coaching process needs adequate time for the client to reflect, explore and adopt new behaviors. This is not ‘one and done’ training. But, really, does one and done training ever deliver long lasting results?
HR Expertise On Demand
If you’re a small or emerging business and would like some expert guidance on developing a coaching program for you staff schedule an appointment today. Visit us at Mercer PeoplePro, our PROs are standing by and ready to help.