Business coaching is about adding value to the enterprise through focused 1:1 development for leaders. Coaching is process oriented and should be based on data that is gathered in an objective format. Our client organizations leverage executive coaching as a strategic development and retention tool for their talented executives.
Once The Rupert Group has been engaged by a client organization, we partner with the executive, their manager and human resources to establish continuity internally and externally in the executives ecosystem. This approach is used to gain perspective on what the coaching objectives are for the leader and what they want to accomplish as a result of the coaching engagement. After an initial rapport building session with the leader, a qualitative 360 interview process is conducted to establish baseline data about the leader’s current brand within the organization. These interviews include: direct reports, peers, and other colleagues who can give timely feedback on the leader relative to their strengths, development areas, and any recommendations on how to improve or be more successful. Assessments are used on an as needed basis during the coaching engagement.
After the interviews, a document is created that summarizes the themes from the interviews. Once the leader understands the feedback provided through the interview summary, a plan is developed to continue leveraging their strengths and improving development areas. Regular coaching discussions are conducted to establish sustained behavioral change.
Typical engagements last from 6 to 9 months. At the mid-point of the engagement we will conduct “check-ins” with the stakeholders we interviewed before to get data on any change that may have occurred. We finish the engagement with a final check in with the boss and sometimes human resources to let them know how to continue to support the executive after we depart.
Confidentiality is guaranteed in all coaching engagements. Nothing is reported back to the organization without the coachees permission and input. Having said that, it is important that the coaching “ecosystem” (coachee, manager, and sometimes human resources) are appraised of the progress of the coaching engagement. This is done working in lock step and concert with the coachee so that trust is maintained and progress is achieved.
If you are interested in a coaching engagement or want to know more about the coaching process, please feel free to give Diane or Glenn a call.