Coaching

Organisations are built on strong employees, managers and leaders. Successful organisations therefore take care of their people. They do this by fully developing and using the strengths of each individual. To this end, they can call on an external coach who joins the individual, the coachee, on his development path.

Coaching is teaching the coachee to learn to Learn. Coaching is encouraging and supporting Learning. A coach supports his client to help him learn new skills, implement change and achieve his targets. He makes sure that all this happens.

The coach focuses on the individual’s work process and follows several tracks to appeal to the individual energy of the coachee. The coach not only focuses on the visible behaviour, knowledge and skills of the coachee, but will also ‘coach below the surface’, where convictions, standards & values and motives that are often unconscious can have either a strengthening or a hemming effect. If this starts surfacing, the benefit is often true growth and development.

In-take

• Connecting: getting to know each other
• Exploration of the context and purpose for the coaching.
• Alignment between all parties.
• Agreement on coaching principles

Coaching Goals Conversation

• Translation of the purpose into very specific objectives.
• Deliverable: Key result indicators
• Coachee will inform manager N+1 about these specific objectives

About 5 coaching conversations

• Ideal frequency: every 2 or 3 weeks.
• According to GROW-model (Goal, Reality, Options, Will)
• Goal of every coaching conversation is:
  • Progress on the coaching objectives
  • Improvement of the relation coach-coachee
  • Growing autonomy of the coachee
  • Higher eagerness to continue development

Evaluation & Next steps

• Progress of the coachee (Key result indicators)
• Quality of the coaching (evaluation of the coach).