coaching process

the coaching process

Each coaching programme runs along fixed lines and in the direction of a clear final goal. 

1. intake interview 
The coach, coachee and the coachee’s manager all take part in the intake interview. We analyse the coaching request and determine the objectives. This is all set down in a contract that all of the parties sign.

2. coaching sessions 
During these sessions, our coach guides your employee in his development:

  • the coachee is in control and provides positive input. He seeks, applies and assesses the solutions provided. He dares to be critical about himself and commits to redirecting his approach to achieving the intended result
  • the coach supervises the process and is responsible for its quality and effectiveness. Based on his experience he asks pertinent questions that encourage the coachee to think about his actions and their consequences. The coach acts as a sounding board and a mirror. 

Each session is concluded with an action plan that the coachee works on after the session.

  • as the manager/HR manager of the coachee you do not play an active role in the coaching process, but you do give regular feedback and provide positive support for the coaching. 

3. outtake interview 
To conclude the process, all of the parties get back around the table again. We discuss the extent to which the aims of the coaching have been achieved. We also test and assess how much the employee is already applying his newly acquired skills in various situations – and how much he has made them his own.

“After a few shifts in my team, everything suddenly seemed to go pear-shaped – no matter how much effort I put into it. I talked about it with our HR manager and said I wanted a different job. He didn’t want to do anything hastily and suggested coaching. The sessions I had with my coach were confronting. A real eye opener. I got to know myself differently, took a fresh look at my team and just got to work. In the end, it wasn’t my job I changed, but my approach. And that is reflected in the results.

“It goes without saying that every coachee is different. But what they all share is the potential to tackle things differently in their work situation. Many coachees have the potential to reveal the hidden skills simply waiting to be found in them. But very often, that potential is repressed by blocking thoughts that can be brought to the surface and questioned as part of the coaching process. By giving something a new meaning, the coachee is taking major steps on the road to growth and change.”