When it comes to selecting a coach, organisations are faced with a plethora of choices and choosing the right one can be particularly challenging in a largely unregulated industry where almost anyone can use the title of ‘coach’. While steady increases in industry-recognised certifications do lend some credibility to practising coaches, much confusion remains regarding what characterises to look for in a coach. Julie Parkinson, Director Client Services, Institute of Executive Coaching and Leadership (IECL) offers some practical tips on how to make the best decision when selecting.
More than a title
Anyone can hang out their shingle as a coach, so it is vital to check that the coach you bring into your organisation has had internationally recognised training and, equally important, continues to have regular professional development and coaching supervision. It’s also important to be clear on the type of coaching that is needed and the purpose of it from the outset. Executive coaching, for example, is increasingly recognised as one of the most effective ways to create dynamic, focused organisations and foster individual employee development and engagement. Therefore, if coaching is to be used to improve the performance of the individual within the workplace, it is important to select a coach who is trained in organisational coaching and who understands the environment in which the executive works.
Up to standard
A number of Australia’s coaching providers and coach training organisations recently formed a committee in partnership with Standards Australia to write the world’s first guideline for coaching purchasers. The report highlighted essential criteria when selecting a coach, including the professional background and level of experience of the coach being considered, any coach training and/or qualifications they have undertaken, their commitment to professional development and supervision and how the success of the coaching relationship will be evaluated. IECL offers an Accredited Coach Training Program in Hong Kong, which meets the rigorous standards for professional coaches set down by the International Coach Federation.
Right chemistry
IECL has been conducting research into coaching effectiveness since 2005, using their own custom designed Coaching Effectiveness Survey (CES) and have consistently found that the success of any coaching is highly dependent on the quality of the relationship between the coach and the coaching counterpart. It is therefore important that the coach and coachee have an opportunity to meet to establish ‘fit’ and ‘chemistry’ before the coaching begins. They recommend that coachees meet with a minimum of two coaches before selecting which one to engage. There should also be a thorough understanding of relevant business challenges and specific goals of the coaching counterpart before recommending the most appropriate coaches.
Six steps to success
Coaching should have a start, middle and an end¾a six-step process is generally recommended that involves the coach, coachee and organisational sponsor. What makes executive coaching different from other types of coaching is this three-way relationship, which ensures that both the individual goals and also the organisational goals are achieved.
The six-step approach advocated by IECL involves:
- Client service manager taking a brief.
- Prospective coachee and coach engaging in a ‘meet and greet’ to get to know each other and ensure that a suitable coach with the right fit is chosen.
- Confirmation of engagement is signed by the organisational sponsor.
- One-on-one coaching commences with the three-way meeting to ensure alignment of coaching objectives between the sponsor, the coachee and the coach.
- A midpoint review occurs to check in on progress in the coaching.
- A coaching effectiveness survey is completed.
More information can be found at: www.iecl.com
Paul Arkwright
Publisher
