Checklist for the Coach to Monitor the Client-Coach Relationship and the Coaching Process
As a Coach I have to be aware of certain Alarm Points that if not corrected or adjusted on time might hinder the success of the Coaching Process.
Requirements for the Clients that I have to monitor for a successful Client-Coach Partnership and Coaching Output Coach’s Self-Reflection:
A. Does my Client meet the below requirements?
B. What actions do I need to take to help my Client change his attitude regarding the requirements he presently is not meeting?
- Successful rapport and trust between the Client and the Coach
- A good working relationship between the Client and the Coach
- Client belief in potential benefit from participating actively and diligently
- Client’s awareness, understanding, belief and acceptance of his responsibility and accountability for the results of the coaching process
- Client’s engagement in the process and in the assigned coaching activities
- Client’s willingness to devote time and give priority to the process
- Client’s willingness to ask for and accept feedback
- Client’s willingness to test and revise assumptions about own developmental needs
- Client’s willingness to practice new behaviors
- Client’s willingness to be authentic with the coach
- Client’s willingness to talk frankly about his fears and what’s bothering him
- Client’s willingness to talk about his problems and stumbling blocks
- Client’s willingness to tell the coach how he wants to be coached
- Client’s willingness to tell the coach what he is hiding from the coach
- Regularity of the sessions and continuity of the process without interruption
- A time period of minimum 9 months for Executive and Business Coaching (18 sessions) plus two more months for Closure (two sessions).
Requirements for the Coach that I have to monitor for a successful Client-Coach Partnership and Coaching Output
Coach’s Self-Reflection:
- To what extent I am helping my Client to meet each of the eighteen purposes of the Coaching Conversation sessions? (as described in 3.4)
- To which purposes I have to give more attention?
- To what extent I am Supporting, Empowering and Challenging my Client?
- To what extent I am giving my Client Constructive Feedback and Monitoring Continuously His Progress?
- Does my listening, asking and saying have a strong and helpful impact on the Client’s awareness, learning, behavior and moving forward?
- To what extent I am facilitating my Client to reach the desired output that was defined by him?
- In which areas I have to give more attention?
Note 1:
What are some typical reasons someone might work with a coach?
- There is something at stake (a challenge, stretch goal or opportunity), and it is urgent, compelling or exciting or all of the above;
- There is a gap in knowledge, skills, confidence, or resources
- There is a desire to accelerate results
- There is a lack of clarity, and there are choices to be made
- The individual is extremely successful, and success has started to become problematic
- Work and life are out of balance, and this is creating unwanted consequences; or
- One has not identified his or her core strengths and how best to leverage them.
References:
Flaherty, James. Coaching: evoking excellence in others. 2nd ed. Burlington, MA: Elsevier Butterworth-Heinemann, 2005
Haneberg, Lisa. Coaching Basics. Alexandria, VA: American Society for Training and Development, 2006
Heifetz, Ronald et al. The Practice of Adaptive Leadership. Boston, Massachussetts: Harvard Business Review Press, 2009
Source: ICF site:
Kofodimos, Joan. Your Executive Coaching Solution. Mountain View, CA: Davies-Black Publishing, 2007
Lennard, Diane. Coaching Models: A Cultural Perspective. New York, NY: Routledge, 2010
O’Neill, Mary Beth. Executive Coaching with Backbone and Heart. San Francisco, CA: Jossey-Bass, 2000
Velsor, E.V. ; McCauley, C.D.; Ruderman, M.N. The Center for Creative Leadership Handbook of Leadership Development. Third Edition. San Francisco, CA: Jossey-Bass, 2010