Company-sponsored executive coaching, clearly structured.
When an organization sponsors coaching for one of its leaders, from Director to C-suite, everyone involved should know their part. This page sets out the seven stages, who is in the room, and what stays confidential. We review it together at the alignment meeting.
The stages give the work discipline. The objectives, and the coaching itself, are built around the individual leader.
What executive coaching is
One-to-one development
A confidential, individual process built around one leader’s strengths, goals and working context.
Multiple perspectives
The 360 surfaces strengths, blind spots and how the leader is experienced by others.
Results for the organization
A written development plan connects the leader’s growth to how they perform and lead in the business.
Seven stages, from kickoff to wrap-up
What happens at each step, who is in the room, and what each stage produces. Stages 5 to 7 measure progress against the development plan set in stage 4.
- 1
Kickoff session
Week 1 · 90 minClient and coach- Agree the coaching objectives
- Name possible 360 contributors
- Set the cadence and full schedule
OutputAgreed objectives and calendar - 2
Alignment meeting
Within 2 weeksClient, coach, supervisor
HR if requested- Confirm objectives with the supervisor and hear their view
- Agree roles and responsibilities
- Approve 360 contributors and questions
OutputSponsor buy-in and approved 360 list
- 3
360 assessment
After alignmentCoach and contributors- Feedback gathered through interviews or the Leadership Circle Profile
- Coach debriefs the client
- The report goes to the client only
OutputConfidential 360 report and debrief - 4
Development plan
After the debriefClient and coach- Turn 360 themes into 2 to 4 development priorities
- Define specific behavior shifts
- Agree how progress will be observed
OutputWritten plan with priority outcomes and behavior shifts
- 5
Coaching sessions
Weekly to startClient and coach- Weekly at the start, then every 2 weeks
- Client arrives prepared with a focus
- Progress reviewed against the development plan
OutputApplied learning and observable progress - 6
Midpoint meeting
Halfway pointClient leads
Coach, supervisor, HR if applicable- Client presents progress and challenges
- Supervisor gives feedback on the work so far
- Define what success looks like by the end
OutputUpdated objectives for the second half - 7
Wrap-up meeting
Final monthClient leads
Coach, supervisor, HR if applicable- Client presents progress and open challenges
- Agree next steps and any ongoing support
- All parties complete the feedback survey
OutputPath forward and engagement feedback
Sponsor touchpoint with the client's supervisor
What the organization sees, and what stays private
The client owns the development. The supervisor sponsors it. We review roles together at the alignment meeting and agree how they apply to the engagement.
The sponsor sees the 2 to 4 priorities and behavior shifts from the written plan.
A direct view of progress at alignment, midpoint and wrap-up, led by the client.
Progress, next steps and any ongoing support needs.
Sessions and the 360 report stay between client and coach, within the limits of the contract and the ICF Code of Ethics. The client decides what to share.
Notice to cancel or move a session.
Recommended post-engagement progress check.
The full process and roles on two pages, to share with the leader and their supervisor.
Who does what in the engagement
Coaching works best when everyone involved knows their part.
Client
- Takes ownership of their development
- Attends sessions on the agreed schedule
- Gives 24 hours’ notice to reschedule
- Builds the 360 list and secures permissions
- Shares progress with the supervisor, including 360 results if they choose
Coach
- Partners with the client on the development plan
- Runs the 360 and delivers the feedback
- Facilitates the three sponsor touchpoints
- Updates HR on progress against the development priorities, while maintaining confidentiality
- Challenges assumptions and holds the client to the priorities they set
Supervisor
- Gives the client open feedback on development areas
- Approves the 360 contributors and questions
- Sees the development priorities, not the 360 report
- Reinforces development priorities through ongoing feedback and support
- Sustains development after the engagement ends
HR / Talent Partner
- Sets out program structure and expectations
- Clarifies roles at the start
- Is the point of contact for all parties
- Helps approve the 360 contributors and questions
- Confirms a post-engagement plan is in place
Planning a sponsored engagement?
Start with a thirty-minute conversation about the leader, the context and what the organization needs from the work. Or write to claudia.beck@bettertogethergroup.co.
For the leader’s side of the work, see Coaching & Advisory.