Criteria for Coaching as a Strategic Initiative

К оглавлению
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 
187 188 189 190 191 192 

The missing ingredient in three of these four stories is understanding

how coaching created value for the business (the jury is still out

with Mark, and we pick up the rest of the PharmaQuest story in the

next chapter). In order for coaching to deliver on its value promise

to both individuals and organizations, the coaching initiative must

be designed and managed as a strategic initiative and, as such, meet

the following criteria:

_ Sponsorship for coaching must be sustained and unwavering.

_ The strategic needs of the business must be articulated and

shared.

_ Clear goals for the initiative must be set that link to the strategic

needs.

_ The outcomes of the coaching initiative must be evaluated to

determine if the initiative delivered on its value promise.

_ The initiative must be actively managed in a way that respects

the privacy of the coaching relationships.

Let’s examine each of these areas in more detail and look ahead

to see how the subsequent chapters illuminate these critical criteria.

Sponsorship for Coaching Must Be Sustained and Unwavering

Sponsoring a coaching initiative may be done at many levels in the

organization and requires more than just paying for the coaches.

Sponsorship takes on several responsibilities. The sponsor has

decided to make an investment of time and money that will have

value to the business. These investments must be managed, and the

value must be realized. Many people will look to the sponsor for

leadership and guidance on how best to manage and participate in

the coaching initiative. Business conditions change and sometimes

unexpectedly worsen. The sponsor cannot flinch at the continued

investment in coaching. Sponsorship must be sustained in order for

the value to be realized, and keep in mind that this value may take

more than a year to be realized. The mentality of managing quarter

to quarter or having all financials neatly tied up in a bow every fiscal

year will not work for coaching.

Sponsors are also champions. They must be perceived as active,

visible advocates of the coaching initiative and articulate the benefits

that will come from coaching. Sponsors must educate themselves

about what coaching is (and is not). They have taken on the responsibility,

whether they accept it or not, of driving the value of coaching

to the business. They must understand the strategic needs of the

business and how coaching will address these needs. The next

chapter explores the role of the sponsor for the PharmaQuest coaching

initiative. We will see how sponsorship was put at risk by not

covering some of the bases just discussed.

Sponsorship may be viewed as a capability, rather than as just a

person. Spreading sponsorship more broadly in the organization

expands the ownership of coaching and spreads the wealth of

knowledge about the kind of value coaching can deliver. Governance

bodies comprising leaders who are chartered with oversight for

coaching can be an effective way to expand sponsorship in an organization.

Chapter 9 discusses how to leverage a governance body to

sustain sponsorship of a coaching initiative.