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How can you assess the effectiveness of your coaching in enhancing coachees' strategic thinking?

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As an executive coach, you want to help your coachees develop their strategic thinking skills, which are essential for leading complex organizations and navigating uncertain environments. But how can you measure the impact of your coaching on their ability to think strategically? Here are some tips to help you assess the effectiveness of your coaching in enhancing coachees' strategic thinking.

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1 Define strategic thinking

Strategic thinking is the ability to analyze the big picture, identify opportunities and challenges, anticipate future scenarios, and make sound decisions that align with the vision and goals of the organization. It involves creativity, critical thinking, systems thinking, and foresight. Strategic thinking is not a fixed trait, but a skill that can be learned and improved with practice and feedback.

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Patricia A. (Pam) McBride

Executive & Leadership Coach?Strategy Consultant?Systemic Team Coach?Career Satisfaction Coach?JD, ACTC, PCC
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Strategic thinking is the habit of "zooming out" from the tactical day-to-day to reflect on what the big picture context and fundamental goals currently are. Strategic thinking is a bit like a snorkeler pausing from studying the fish in order to take a heads-up look around at the weather and water conditions, reorient to key landmarks, and make appropriate adjustments or changes in what to do next.

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Corey Zdanavage

LinkedIn Top Voice | At the intersection of leadership and analytics
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To assess “thinking” is difficult and subjective. I’ve found the simplest way to assess the development of strategic thinking is to observe the types of questions a person asks, how the person connects the answers to follow-up questions and evolves a dialogue in a dialogue that is supposed to be or needs to be at a strategic level.

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Florent Puccini

Fondateur P Performance, consultant pour entreprises et Startups
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Strategic thinking is the ability to carry out a global analysis with cascading thinking. In other words, you MUST anticipate the different scenarios. A strategy does not stop at an idea.

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Nicolás Costa

Business, Strategy & Executive Consultant | Personal Development | Mentor | ICF & ICC Coach
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En un proceso de coaching podemos usar varias dinámicas o ejercicios para que surja el pensamiento estratégico pero en cada conversación podemos encontrar patrones que nos dan la de un esquema de pensamiento estratégico.

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Nicolás Costa

Business, Strategy & Executive Consultant | Personal Development | Mentor | ICF & ICC Coach
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Lo que me sirve a mí como termómetro es el tipo de preguntas que están dispuestos a hacerse. Preguntas abiertas y reflexivas generalmente van asociadas de este tipo de pensamiento.

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2 Clarify coaching objectives

Before you start coaching, you need to clarify the objectives and expectations of the coaching process with your coachee and their sponsor (if any). What are the specific areas of improvement or development that your coachee wants to focus on? How will you measure their progress and outcomes? How will you align your coaching with the organizational strategy and culture? Having a clear and shared understanding of the coaching objectives will help you design and deliver a more effective and relevant coaching program.

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Florent Puccini

Fondateur P Performance, consultant pour entreprises et Startups
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When I coach, my objective (which I explain to the client) is to deconstruct their state of mind. Entrepreneurs end up going their own way, having made some good decisions and some bad ones. The trap is to compartmentalise your mindset and make yourself impervious to taking risks or exploiting new opportunities.

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3 Use multiple sources of data

To assess the effectiveness of your coaching, you need to collect and analyze multiple sources of data that reflect your coachee's strategic thinking skills. These could include self-assessment, where you ask your coachee to rate their own level of strategic thinking before and after the coaching, as well as feedback from peers, managers, customers, and other stakeholders. Additionally, you can observe your coachee's performance and behavior in real or simulated settings, and track outcomes such as improved performance or increased innovation. Finally, you can compare your coachee's outcomes with their initial or expected goals, or with industry or organizational benchmarks.

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Patricia A. (Pam) McBride

Executive & Leadership Coach?Strategy Consultant?Systemic Team Coach?Career Satisfaction Coach?JD, ACTC, PCC
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The coaching session itself is also an important means of measuring growth in strategic thinking. In addition to external feedback, the coach notes and tracks progress in using a strategic versus a tactical lens. As sessions progress, is the coachee focusing on executing/"getting stuff done" (much of which probably should be delegated at this level) or on what's next and how to best leverage developments and capabilities? How well is the coachee now allocating their attention to 'the important' over the merely urgent? How often do they consider larger market, organizational or systemic influencers in designing next steps? Reflecting back progress and highlighting remaining blind spots for the client is part of the coaching process.

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4 Evaluate and communicate results

Once you have gathered and analyzed the data, you need to evaluate and communicate the results of your coaching in a clear and constructive way. You can use a framework or a model to organize and present your findings, such as the Kirkpatrick model, which evaluates the reaction, learning, behavior, and results of training interventions. You can also use qualitative and quantitative methods to support your conclusions, such as testimonials, case studies, graphs, or statistics. You should highlight the achievements and successes of your coachee, as well as the challenges and gaps that need further attention. You should also provide specific and actionable recommendations for your coachee to continue developing their strategic thinking skills.

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5 Review and adjust your coaching

Finally, you need to review and adjust your coaching based on the results and feedback that you have received. You should celebrate and acknowledge your coachee's progress and accomplishments, and reinforce their confidence and motivation. You should also identify and address any issues or barriers that may have hindered your coachee's learning or performance, and modify your coaching approach or methods accordingly. You should also seek feedback from your coachee and their sponsor on your coaching effectiveness, and incorporate their suggestions and preferences into your future coaching sessions.

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Florent Puccini

Fondateur P Performance, consultant pour entreprises et Startups
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It is essential to maintain the link with your coachee and ask what areas of uncertainty remain. You can feel good coaching when the coachee has moved on.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you assess the effectiveness of your coaching in enhancing coachees' strategic thinking?

1

2

3

4

5

6

1 Define strategic thinking

2 Clarify coaching objectives

3 Use multiple sources of data

4 Evaluate and communicate results

5 Review and adjust your coaching

6 Here’s what else to consider

Executive Coaching

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How can you assess the effectiveness of your coaching in enhancing coachees' strategic thinking?

1

2

3

4

5

6

1 Define strategic thinking

2 Clarify coaching objectives

3 Use multiple sources of data

4 Evaluate and communicate results

5 Review and adjust your coaching

6 Here’s what else to consider

Executive Coaching

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