The "Context" of our coaching partnership starts with a meeting between the Coach, the Executive and any other key stakeholders (e.g., Executive’s Manager, HR) to ensure that all parties are committed to a successful outcome. The Coach and the Executive then meet to discuss the relevant background, goals, and desired outcomes. We leverage our unique Human Systems Thinking (HST) approach which helps you see and assess the total system context in which you function. This part of this process also includes a personal interview in which the Executive's life, career, strengths, development needs, and motivations are explored in depth. Before moving forward, it is important for the Coach and Executive to determine if there is strong “chemistry” in the form of trust, candor, and commitment to the process. 

The Executive may take one or more assessments, and other colleagues’ perspectives are often included (e.g., 1-on-1 interviews or 360 feedback tool). A follow-up discussion identifies key insights and action items from stakeholder interviews/assessment tools.  Afterward, a meeting takes place between the Coach and Executive to identify the specific behaviors, skills, and experience needed for success.  Here, and in future video conferences between the Coach and the Executive, an individual development plan is finalized and shared with key stakeholders if appropriate. From this, an action plan is created, along with a schedule of coaching video conferences or phone calls where progress will be reviewed, and opportunities and/or concerns addressed.

The Executive focuses on specific changes necessary for completing the individual development plan. This may require the Executive to:

• Meet other stakeholders for their input on the Executive’s development goals and plan
• Apply new behaviors and report results to the Coach
• Build new skills through applied practice and stretch assignments
• Strengthen key relationships within the organization
• Talk to successful executives who embody the skills and abilities they want to develop

Throughout this part, the Executive and Coach are in regular contact via video conference or by phone to ensure focus remains on the development plan and to discuss successes and issues in specific situations.

The final part of the Coaching partnership comes when the desired skills and behavior changes have been achieved. Surveys are sent to stakeholders to provide feedback on the Executive’s improvement and progress. The results of these surveys are discussed with the Executive, and if course corrections are necessary, they're documented.

Once the Executive, the Coach, and any stakeholders agree that the coaching process has met or exceeded expectations, the Coach begins a "phase-down" period where the Executive is required to do more and more of the target behaviors on their own, with decreasing need for one-on-one coaching. Finally, a formal follow-up session can be conducted several weeks after the last coaching session to obtain feedback, acknowledge accomplishments, and present a final report on the outcome of the coaching process.