The Sponsor of Coaching

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_ Provides the overall strategic direction for coaching

_ Ensures that the coaching initiative will impact a strategic need

of the business

_ Provides funding and resources for the initiative

Coaching as a Strategic Initiative 119

_ Evaluates progress and makes decisions regarding significant

changes to the original deployment plan

_ Continues to be an active, visible advocate of coaching

_ Organizes, and often leads, a governance body that oversees

coaching as a strategic initiative

Governance Body

_ Provides direction to the initiative manager

_ Performs “blocking and tackling” for the initiative, removing

barriers and opening doors

_ Makes major decisions about design and deployment

_ Ensures that coaching is appropriately integrated with other

initiatives

_ Oversees the evaluation of the initiative

The Manager of the Coaching Initiative

_ Develops the project plan, the evaluation plan, and the deployment

plan

_ Makes the day-to-day decisions regarding the initiative

_ Facilitates the governance body meetings, setting the agenda,

cueing up the decisions to be made, and providing periodic

updates on progress

_ Periodically meets with the coaches, the coaching company,

and/or the broker to gain their perspective on progress

_ Manages the communications activities so that people are

appropriately informed of the coaching initiative, its progress,

and accomplishments

Coaching Companies

_ Educate potential clients about the value of coaching and the

organizational requirements for a coaching initiative

_ Contract with the client; agree on the investment, scope, and

timing

_ Share best practices and thought leadership for designing and

managing coaching initiatives

_ Qualify coaches and ensure that successful matches are made

between coaches and clients

_ Partner with the initiative manager to manage the deployment

of coaching and, if appropriate, determine how to expand

coaching to others in the organization

The Evaluation Specialist

_ Provides expertise on setting objectives for coaching and determining

how to evaluate success

_ Develops an evaluation architecture for the life cycle of the

coaching initiative, which includes all data collection instruments

and materials

_ Conducts interim evaluations and recommends how to

improve the deployment of coaching

_ Performs the final evaluation that is guided by the evaluation

objectives

_ Recommends how to improve the impact of coaching and

leadership development

This cast of characters must work in unison to deliver on the value

promise of coaching. If any of these roles is left out or not successfully

performed, the entire ability of coaching to deliver value may

be compromised. If sponsorship wanes, then people in the organization

will begin to shift their time and resources to other endeavors

that enjoy stronger sponsorship.Without a governance body, the

coaching initiative will lack the visibility and broad-based ownership

required for success. Without a strong manager, the coaching

initiative will quickly dissolve into a chaotic collection of coaching

conversations. Brokers who do not leverage their expertise deprive

organizations of taking advantage of best practices. Not inviting an

evaluation specialist to the party leaves the punch line hanging and

people asking: “What value did coaching create?”