Setting up a Coaching Programme

Different organisations will require different coaching programmes and there is no one format that will work for everyone. Below are, however, some key questions and thoughts that an organisation might consider when thinking about setting up a coaching programme.


Who will be coached?

The best coaching programmes involve everyone in the organisation being coached and working as a coach. This can be on an informal corridor coaching basis rather than as part of lengthy meetings. Coaching should not be seen as something that only focusses on poor performance. 

Who will the coaches be?

The best coaching programmes encourage anyone in an organisation to develop coaching skills and to work with anyone else, regardless of their seniority or experience in a role. The only guiding factor is how good a coach the individual is, not their age, experience or role. 

What type of coaching will take place?

The best coaching programmes use a mixture of informal coaching that is confidential,along side a more formal coaching programme, all complemented by the use of a coaching style by staff on a day to day basis. Coaching might, therefore, take place in formal meetings, as well as in more informal settings and as part of corridor coaching. Coaching might be done on a one to one basis, or coach might work with a team. Peers might also coach each other. A popular coaching concept is the use of triads where 3 people work together as coach, coachee and observer, with roles being rotated. Organisations need to be careful not to use a meet, observe, feedback format that only glosses over what good coaching actually is. 

When will coaching take place?

Does time need to be allocated for more formal coaching, and if so, how will this time be made available? How will the organisation embed corridor coaching?

Where will coaching take place?

The best coaching programmes make space available for confidential coaching meetings as well as encouraging corridor coaching anytime, anywhere. 

What training is required?

Who needs training? Who will do the training? How will it be topped up and developed further?

How will coaching be supervised?

As coaching is often a confidential process it can be difficult to have a good overview of what is happening and to be sure that quality coaching is taking place. Supervision is a quality assurance process for anyone who is coaching others. It helps top up their training as well as helping an organisation oversee a coaching programme. Note supervision does not require confidences to be broken, nor is it the same as line management. 

Action Learning Sets can also be used to overview the work of coaches and to quality assess their work. 

What will a whole organisation coaching programme look like?

How will a coaching culture be embedded across the whole organisation?

What are the organisations goals and vision for coaching, along with the expected impact?

What are the barriers to coaching and how might they be overcome?

What models and systems might be used e.g. GROW model?

How can coaching be designed to be sustainable long term?

Who will lead and monitor the coaching programme?

How will the system be monitoring and evaluated?

What paperwork is required for the system to run efficiently?

What else is required for the system to run efficiently?

How will coaching be promoted to coaches and coachees in order to engage them in the process?


Take a look at the free resources that might help support your coaching programme

If you would like support setting up a coaching programme in your organisation email julie@julieboyd.co.uk


 

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