While having an executive coach has become the norm for senior leaders, some organisations recognise the need to develop their Team Leaders, Managers and Technical Specialists as their responsibilities grow.  The question is whether the organisation waits until the demands of managing staff, complex projects or risk has outstripped the capacity of the manager, or whether it is prudent to put the support in place early.  We would argue that getting the FOUNDATIONS right is a high priority and the sooner this process gets underway the better.  This could lead to a shorter-duration engagement to ensure that we are building a common level of capability across the business.

Executive coaching has become an indispensible resource for many senior executives, and can remain in place for many years.  A typical first engagement is 12 months and reflects the need to impart a great deal of information as quickly and efficiently as possible.  Some organisations engage in 6 months blocks, with at least one review point to formally check on progress.  Shorter programs are possible, and we would rather see a manager who needs the training get at least part of what they need in a timely manner.

A key characteristic of effective coaching is the communication between the organisation, the coach and the participant.  It is appropriate and helpful to create a trusting relationship between all parties and this involves skilful, positive and open communication.  Of course, a trained and experienced coach will keep confidences and clarify what information is useful to share (e.g., progress reports, carefully prepared feedback, strategic insights) and what information remains between the coach and participant.  This is where the employment of an experienced and quailfied organisational psychologist is valued by clients.  Organisational psychologists are bound by the Ethical Standards set by the Psychologists Registration Board and take these responsibilities seriously.

Effective executive coaching requires a commitment from the sponsoring organisation which includes supporting the goals of the program, signalling that the coaching is valued and that the effort is worth it.  It is always best practice for coaching to be paid by the sponsoring organisation as this sets up the right accountabilities for the coach, the coachee and the sponsor.