The success of one-on-one coaching rests partly on an acknowledgement of what coaching is not, and such acknowledgement avoids unmet or unrealistic expectations:

To expedite the coaching process, the coach will seek input from key stakeholders in the client’s work life.  These will include peers, direct reports and managers.  Themes will be identified and discussed.  Coach and client will discuss what the client is doing well and areas in which the client would like to improve.  In an individualized coaching contract, the client will specify behaviours and attitudes to be addressed.  Importantly, the coach and client together will agree upon what success will look like – how improvement will be measured.

During the coaching engagement, clients gain enhanced self-awareness as they explore their paradigms, beliefs and relationships. They grow into their true authenticity and recognize the privilege to serve as “people farmers” for the team members they lead. During this exciting journey, the coach and client are in partnership, a partnership based on trust, integrity and the power of questioning.

The Proven Power of Coaching

Thousands of organizations across the globe have learned that coaching helps leaders grow, feel more engaged and be more productive, but it can also help them achieve their high-priority goals.

*According to Human Capital Institute (HCI) and the International Coach Federation (ICF)

**According to a Bersin by Deloitte research study