As an executive coach, you want to help your coachee achieve their goals and grow as a leader. But how can you ensure that they are committed to the coaching process and willing to invest their time, energy, and resources? Here are some tips to create a strong coaching relationship based on mutual trust, respect, and accountability.
A coaching contract is a written agreement that defines the scope, expectations, and responsibilities of both the coach and the coachee. It clarifies the goals, outcomes, and measures of success for the coaching engagement, as well as the frequency, duration, and format of the sessions. It also outlines the confidentiality, feedback, and evaluation procedures, and the terms and conditions for termination or renewal. A coaching contract helps to set clear boundaries, avoid misunderstandings, and align on the value and benefits of coaching.
Rapport and trust are essential for creating a safe and supportive environment for coaching. You can build rapport and trust by showing genuine interest, empathy, and curiosity about your coachee, their background, their challenges, and their aspirations. You can also use active listening, open-ended questions, and positive feedback to demonstrate your attention, understanding, and appreciation. By building rapport and trust, you can foster a positive and collaborative relationship that encourages your coachee to open up, share their thoughts and feelings, and explore new possibilities.
The coaching agenda is the main topic or focus of each coaching session. It should be based on the coachee's needs, priorities, and goals, and aligned with the overall coaching contract. You can co-create the coaching agenda by asking your coachee what they want to work on, what they expect from you, and what they hope to achieve by the end of the session. You can also help them to clarify and refine their agenda by using powerful questions, reframing, and summarizing. By co-creating the coaching agenda, you can ensure that your coachee is engaged, motivated, and committed to the coaching process.
What needs to be co-created is not only the coaching agenda but also the coaching relationship. In the beginning, the coaching relationship is designed and contracted. However, the relationship evolves through each session. Both the coach and the coachee should pay attention to what DOES/DOESN'T work and consider what needs to be renewed so they can maintain a more effective relationship. The coaching relationship is ever-changing and flexible. It cannot remain stagnant. Nobody knows what would happen. Instead, both the coach and the coachee should enjoy its journey throughout the course.
As a coach, your role is to challenge and support your coachee to stretch their potential, overcome their obstacles, and achieve their goals. You can challenge your coachee by asking them to examine their assumptions, beliefs, and behaviors, and to consider alternative perspectives, options, and actions. You can also use tools such as feedback, assessment, and goal-setting to help them identify their strengths, gaps, and areas for improvement. You can support your coachee by providing them with encouragement, recognition, and resources, and by helping them to develop their confidence, resilience, and self-awareness. By challenging and supporting your coachee, you can help them to grow as a leader and as a person.
Hold your client accountable to the goals they've set. This might mean challenging them to do the hard things they have been avoiding in order to move forward. When challenging, I always give my client choice. They can accept, reject or make a counteroffer.
The coaching process does not end with the coaching session. You need to follow up and follow through with your coachee to ensure that they are implementing their learning, taking action, and making progress. You can follow up by sending them a summary of the session, a reminder of their action plan, and a check-in on their results. You can also ask them to share their successes, challenges, and feedback with you, and to prepare for the next session. You can follow through by holding your coachee accountable for their commitments, celebrating their achievements, and addressing any issues or concerns. By following up and following through, you can reinforce your coachee's commitment to the coaching process and to their own development.
Commitment isn’t just a verb it’s also a feeling. This can sometimes wane when we feel demotivated or when we feel like things aren’t working. As a coach it’s my job to help my coaches get through these dips in motivation by sharing that this is to be expected and a normal part of the process.