Approach

At TRANSFORM COACHING, a key distinction in our offering is how we approach each engagement. We understand that in order for sustainable change to occur, the infrastructure of the organization must be in alignment with the development needs of the individual or team. We follow a process of understanding the organization and assessing readiness to determine whether sustainable change can be achieved and supported in the current organizational culture. The steps in the process are:

INTRODUCTION
CONTRACTING
COACHING INTAKE
CO-CREATION OF THE DEVELOPMENT PLAN
ACTIVE COACHING AND CONSULTING
EVALUATION AND EXIT

Introduction:

An essential step in our coaching and consulting work, which distinguishes us from other business coaching organizations, is our introduction into the organization. As a primary point of order, we focus on understanding the organization – the strategic initiatives, the organizational structure, the organizational culture and the performance expectations and determine whether transforming change can occur. We will work with you to assess your organizational structure and culture, and determine organizational readiness to implement sustainable changes. This is an essential step in our ability to be successful – all personal development must be aligned to benefit the organization, otherwise it will not be implementable or sustainable.

Contracting:

Whether we are brought in by the client, or through a more structured internal development effort, it is important for us to contract well, thoroughly identifying the specific development needs for the individual or team, and setting expectations throughout the organization for the outcomes we will deliver. There is often some confusion on what coaching is and how it is different from consulting. We work with the client or organization to clearly understand their needs – either for coaching or consulting, and then contract around those expectations – eliminating any confusion on the expected performance improvements or outcomes from a deliverables perspective. We often will participate in a co-interviewing process to determine coaching chemistry – whether the parties can work together, establish the needed trust relationship and accomplish the stated goals of the individual. Another critical part of contracting is assessing the coaching readiness of the client – whether they possess an understanding of their performance challenges and are willing to undertake a customized, dedicated development effort on their behalf.

Coaching Intake:

Once a coach and client decide to work together, we then go through a coaching “intake” process – a process designed for the coach and client to get to know one another and establish the basis for the coaching relationship. Through a series of questions, we work with the client to further refine their individual development needs and set the expectations for achieving their individual goals. The coaching relationship between a client and coach is one based on trust – we have found that this process allows for the trust relationship to develop more quickly, allowing the coach to know more about the client outside of the known organizational situation. It is a time for the coach to gain a more personal understanding of the client and assess their self-awareness and readiness for engaging in a coaching relationship. The intake process may conclude with the coach asking the client to participate in a series of assessments. Once those have been completed, there is an additional feedback session which is conducted prior to the formal development plan is completed.

Co-creation of the Development Plan:

Drafting of the milestones agreement is the next phase of a coaching engagement – where the development plan is drafted together and finalized, with stated goals, objectives and tactics. The client takes the lead in the development of the plan to establish ownership in the process – making it their plan and not one developed for them. We will work together to establish preferred methods of learning and types of practices or exercises to introduce into the process. The development plan also outlines rules of engagement between the coach and client, and provides guidelines on how the coach is to hold the client accountable for their development.

Active Coaching and Consulting:

The coaching process begins once the development plan has been finalized and approved. The process in and of itself is one of the coach asking insightful, provocative questions allowing the client to discover their own answers to issues and developmental areas. Most coaching engagements begin as coach-led and facilitated, where the coach will impart processes, transfer knowledge, create practices or exercises and challenge thought processes of the client to facilitate their personal learning and growth.

Evaluation and Exit:

Most coaching engagements last from 9 to 12 months, with an interim review to make sure goals and objectives have not shifted. Once the engagement has concluded, there is a period of reflection on what the client has learned and will take away as a permanent practice, resulting from the coaching experience. It is also a time to reflect on future goals and determine if there is a need to continue within the coaching relationship. The goal for the coach is to provide an infrastructure for future learning and growth the client can take forward on their own, and then exit the relationship.