Coaching Programme Design and Supervision

The Challenge:

In the last few years, coaching has become very popular. Once the reserve of senior executives, supported by professional coaches, the space of coaching has opened up: 

• Coaches have appeared in change, especially in the space of Agile, 

• Coaching has been democratised with the development of coaching platforms, offering match-making and access to on-demand coaches at cheap prices. 

Unfortunately, the democratisation has also led to the abuse of the term of coaching and the dilution in the impact of it. Coaching is a profession; many so-called coaches are effectively rebadged consultants who do not have the base competencies of a coach and do not engage in the adequate reflection of the coachee. On the other hand, the platforms offer genuine coaches, but the context is rarely set for a decent and coherent coaching engagement. 

Either way, those approaches are rarely meaningful and tend to operate thinly at the surface of the challenges. If coaching stays superficial, no matter how cheap, it will likely be wasted time. 

Let's stop paying lip service and start addressing meaningful challenges with coaching. 

Expected Outcomes: 

We work at the heart of the coaching profession as our founder is involved with thought leadership in the International Coaching Federation (ICF). We defend meaningful coaching and look to adhere to the coaching competencies because they matter for the success of the coaching. 

Good coaching starts with defining the "coaching agenda", i.e., what challenges and edges will we coach to? Without an agenda, the coaching is aimless. And if the agenda is not connected to the organisation's context, it is likely weak and incoherent too. 

Organisations are complex relationship systems, and when designing coaching programmes, it is essential to mix systemic and individual perspectives instead of deploying indiscriminate one-on-one coaching to all. Most organisations need better collaboration, which won't be best achieved through individual programmes. We work with you to map the system and identify the programme deployment at the levels of teams, leadership teams, and key individuals who influence the system. 

In summary, we help you deploy a coherent, purposeful and effective approach to your organisation's coaching by skillfully mixing systemic and leadership focuses. Beyond its effectiveness, our approach also makes economic sense as we create leverage with the systemic approach. 

Our Differentiated Approach:

As mentioned, we are at the forefront of the coaching profession and hold professional and team coaching credentials. From our long-term involvement in Tech, Agile and Change, we permanently work in the context of teams and have much practical systemic work experience. 

Our approach is natively systemic, which is reflected as: 

• Defaulting to a team and team of teams view of the organisation, which ensures the resilience of your set-up, 

• Working with the alignment of the teams in the value flows of your organisation to connect the teams with their systemic purpose rather than working in silos, 

• Establishing scope and ownership of the teams, which supports their persistent performance, as well as defining the connections with other teams in support of the organisational wiring, 

• Facilitating the individual connections within teams and the inter-team connections to maintain healthy, positive relationships, 

• Systemic connections go beyond teams and involve people's relationships with complex situations and the intentional context that Leaders can create. 

We help you uncover those considerations and design purposeful coaching engagements that coherently support your endeavours (Performance, Change, etc.). Such clarity will also help measure the success of the coaching effort. And we may complement the coaching with training/education to a systemic perspective on leadership. 

Service Format:

This service starts with an advisory phase. We talk to a number of your leaders, review your leadership development programmes, and observe the teamwork relationships and various teamwork events.  

We then review your challenges and co-design a first level of interventions with your leadership. We can run the interventions for you or facilitate your leaders and coaches to run those. If they do, we can offer structured supervision to them. 

We typically stay involved (lightly) until a cadence of internal reflections as teams and individuals takes place to maintain the system's health. We can also match-make coaches and run the programmes for you, helping the agendas, coaching cadences and measuring the progress.