•
Taking on a new role or rising in level within the organization.
•
Slated for development because he or she has been identified as high
potential or as someone who fits in the succession management process.
•
Expanding the scope of his or her responsibilities to include new chal-
lenges, for example, an increase in geographic, multinational, or cross-
cultural territory or the rolling in of other divisions or departments.
• Charged with driving some kind of organizational change or strategy
critical to organizational success.
•
Working with senior team members in a new way that requires external
counsel, advice, and support.
•
In need of optimizing his or her own capabilities to improve the per-
formance of others.
•
In need of developing critical, interpersonal skills in order to work bet-
ter in a nontechnical, leadership role.
•
In need of help presenting, developing, and articulating a message, vi-
sion, plan, or strategy.
•
In need of counsel, advice, or critical thinking from an outside per-
spective to reconfigure the organization’s direction, structure, or
capabilities.
What Are the Desired Results
of the
Coaching Engagement?
Just as the organization’s objectives should be clear, so should the desired results.
In the case of performance correction, the cost of coaching should be no more
than the cost of replacement. In the case of performance development, the cost
should be considered an investment that sees a greater return through the
coachee’s new level of contribution.
As much as possible, return on investment should be measured in dollars and
impact. This is one of the most challenging aspects of coaching for almost all
of the coaches we surveyed. When goals are clear from the outset, success can
be judged by whether those goals are met. But goals often evolve throughout the
course of the engagement, or the impact of coaching may be intangible,
or the
foundation that is being laid for impact will have its effect at some time in the
future. Satisfaction of coachee and client is one measure of success, but does it
gauge the sustainability or long-term success of the impact, or merely the
success of the relationship?
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