From Outsourcing to Owning: Transforming External Coaching in Management

External coaching has carved out a significant niche in the landscape of organizational development, celebrated for its potential to unlock personal and professional growth. Yet, the effectiveness of coaching extends beyond the coach-employee dynamic; it deeply involves the managerial approach to recognizing, implementing, and integrating coaching within the organizational fabric. This article aims to offer people leaders practical insights into leveraging external coaching effectively while maintaining a focus on leadership development and fostering a culture of trust and growth.

Article by Maral Amrina, Senior Investment Manager and Incofin Investment Management and Certified Coach and Seija Gadeyne, Head of People & Organization and DEI at Incofin Investment Management

The Balanced Approach to External Coaching

External coaching provides a unique space for employees to explore and address their challenges with the guidance of an external perspective that strives to minimize inherent biases. This can lead to substantial personal and professional development. However, it's crucial for leaders to discern when external coaching is the appropriate tool and when direct managerial involvement is more beneficial.

When Coaching Works

• Enhancing specific skill sets through external expertise.
• Offering employees a fresh perspective on career development.
• Supporting employees during transitions into new roles or leadership positions.

When Coaching May Not Be the Optimal Solution

• Immediate performance issues that require direct, contextual feedback from the manager.
• Ambiguous coaching goals that do not align with organizational objectives.
• Using coaching as a stand-in for addressing deeper systemic issues within the team or organization.

A Three-Stage Approach to Coaching

To maintain a practical focus, let's explore the three critical stages of the coaching process: pre-coaching, during coaching, and post-coaching. Each stage is accompanied by key questions every people leader should ponder to maximize the benefits of coaching for both the employee and themselves.

Stage 1: Pre-Coaching: Setting the Stage for Success

What specific outcomes do I expect from this coaching engagement? Define clear, measurable goals aligned with both the employee's growth and organizational objectives.

Am I avoiding direct communication about performance or behavior issues? Reflect on whether the coaching request stems from a desire to avoid difficult conversations.

How can I build a foundation of trust and open dialogue with my employee? Reflect on strategies to cultivate an environment where feedback and development discussions are eagerly anticipated, not merely routine. This effort is a continuous journey that demands daily dedication to build a bedrock of trust and open dialogue. As mutual trust and candid communication take root, employees start to view developmental feedback as sincerely well-intentioned, setting it apart from feedback given only during obligatory annual reviews without regular interaction. Mastering this phase requires honing the ability to pinpoint developmental needs, articulate expectations with clarity, and nurture a foundation of trust.

Stage 2: During Coaching: Active Engagement and Support

How can I support my employee's coaching journey? Think about ways to provide encouragement, make time for regular check-ins, and show genuine interest in their progress.

What skills or insights can I gain by observing this process? Reflect on how the coaching experience can offer lessons on empathy, communication, and leadership.

Skills to focus on include active listening, empathy, and the ability to facilitate growth without direct intervention.

Stage 3: Post-Coaching: Integration and Growth

How can I integrate the coaching outcomes into the employee's role and responsibilities? Plan for tangible ways to apply new skills or insights in the workplace.

What have I learned about my own leadership through this process? Self-reflect on personal growth and how the experience has influenced your approach to people leadership.

The key skill here is the ability to translate coaching outcomes into actionable development plans and ongoing support for the employee.

The Missed Opportunity of Outsourced Growth

Opting for external coaching without considering these stages and questions may result in a missed opportunity for people leaders to enhance their own leadership capabilities and to strengthen their relationships with their team members.

"Effective leaders recognize that their development is intertwined with that of their employees. By actively engaging in the coaching process, leaders not only support their employees' growth but also cultivate their own skills in communication, empathy, and strategic thinking".

In conclusion, external coaching, when strategically applied and thoughtfully integrated by people leaders, can be a very powerful tool for organizational and personal development. However, its true value is realized only when leaders engage deeply with the process, using it as an opportunity to reflect, learn, and grow alongside their employees.

Your thoughts and experiences are invaluable to us! Dive into the discussion—drop your comments, questions, coaching best practices and insights right below in the comment box. Let’s keep the conversation going!

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