as necessary. Without that discipline, coaching follow-up would lack structure.
This might lead to unfocused sessions, filled up by friendly chatter and
confession; or the sessions might swing chaotically from one challenge to
another, preventing steady progress on preset goals.
How, Why, and When the Coaching Will End
When the objectives are accomplished, the coaching engagement is over.
Depending on their relationship, the coach may occasionally check in with the
coachee, but only off the clock. Alternatively, if the objectives aren’t
accomplished and the time frame is exceeded, the coaching engagement may
have failed. That’s up to client and coach to evaluate. A useful exercise is to
assess levels of blame. Rarely is it one person’s fault that a coaching
engagement doesn’t work. The percentage of blame allotted to the coach,
coachee, and others can be insightful.
How a coach ends the engagement can be as important as how it begins. An
exit strategy must be in place. Some coaches will hang on for as long as the
client will pay, but a best practice coach lets go at the optimal time. The goal of
coaching is not to create dependency but to give the coachee the tools and
capabilities to excel and grow on his or her own.
Part II: Creating Lasting Impact
Best practice coaching is a combination of empathy and structure. Coaches
develop the structure by setting the stage, assessing the current situation,
creating alignment around needs, focusing on objectives, laying out a future
plan and executing it with sufficient follow-up. The art of coaching lies in
the human dynamic, however. It encompasses the means by which the coach
builds trust, adjusts the coaching process to meet the coachee’s personal
strengths and pace, and fosters the conditions necessary for success.
Personal style has a lot to do with how best practice coaches create lasting
impact Describing that dynamic helps coachees and clients know what to
expect.
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