Coaching means many things to many people. 

Many times a certain technique that is referred to as “coaching” isn’t really it at all; it’s actually counseling or feedback.

For example, you may have heard or had this happen to you. A manager will say, “Let me give you some coaching around ABC.”

They then proceed to explain why you failed to accomplish a task and explains the way ABC needs to be done.

More times than not, you walk away from this so-called learning encounter feeling disillusioned, deflated and unmotivated. As a result, coaching gets a bad rap and employees begin to disengage. 

The power of “real” coaching

So what does a real coaching conversation look like? 

Well, something like this: “So, how do you think your presentation on ABC went?” 

The employee is then given time to reflect, respond and be an active participant in the conversation. 

The manager asks thoughtful questions: 

• “What would you have done differently?”
• ”What actions will you take?”
• “How can I support you?” 

Do you see the difference? 

This is a coaching conversation—the employee is empowered to act while being supported by their manager. The employee gains confidence knowing that they own the outcome while feeling acknowledged and supported by their manager.  

Now more than ever, there is a great opportunity to bring coaching into organizations. According to Gallup’s study on the global workplace, only 13% of employees worldwide are engaged at work or are psychologically committed to their jobs and likely to be making positive contributions to their organizations. 

Therefore, 63% of employees are “not engaged.”  If this is the case where you work, then why not integrate coaching into your talent management strategy?

It’s a great way not only to increase employee engagement, but also to achieve other talent development goals such as developing competencies like problem-solving, strategic thinking or filling your talent pipeline with ready-now talent for upward or lateral assignments. 

5 steps for integrating coaching into your talent management strategy

To integrate real learning into your talent management strategy, take the following five steps:  

1. Educate Your Leaders 

Start at the top and educate your executives on the differences and benefits of coaching versus counseling. Interview them on their perspectives on coaching and assess their willingness to participate and support a coaching initiative. Explain the benefits of coaching and ask them where they see applications inside their organizations.  

2. Identify Coaches, Participants and Executive Sponsors 

Look for individuals and managers that can become trained to be internal coaches inside your company. These individuals may be inside your talent management and organizational development areas or could exist inside the business itself. 

Consider having talent management or Human Resources executives trained and credentialed as professional coaches. As a result, they will be in an excellent position to coach executives in the company. 

Alternatively, you may choose to utilize external coaches. If so, you can submit a request via the International Coach Federation Coach Referral Service website or ask colleagues for recommendations.  

Simultaneously, you will want to identify candidates to participate in the coaching program. Review your succession planning and consider top talent managers, directors and executives. Participants should be excited to be part of the program and willing to make a commitment. 

Just as important as identifying the coaches and participants is to make certain that you have executive sponsorship. Determine which executives would like to sponsor the program and be a participant. Request that they support you in four areas: 

1. your coach and participant identification
2. your marketing efforts
3. during participant enrollment, and
4. throughout the program’s life cycle. 

3. Manage Expectations 

Be sure to set clear expectations with four groups: your internal coaches, the individuals being coached, the executive sponsors, and, of course, your managers and colleagues.

It is best to run the initial program as a pilot and build upon its success. Make certain everyone is clear on the goals of the program, time commitment and their roles and responsibilities.  

4. Train 

Enroll your internal coach candidates in a coach-training program that is designed to train individuals that work inside companies as a coach. If you choose to enroll internal employees to become coaches, ensure they’re being coached by a coach with experience coaching internal coaches. In addition, be sure to train the individuals who are to be coached on the role and responsibilities of the participant.

While training your coaches, be sure to establish a clear and consistent process for enrolling clients, coaching time and exiting clients. The key here is to ensure that everyone participating has a similar experience.  

5. Measure Success 

Prior to starting the program, determine how you will measure its success. It may be done simply by using a Net–Promoter score or setting up a simple impact study. It doesn’t have to be a rigorous measurement such as ROI. If your program is embraced and utilized (coaching clients show up and participate in the coaching), then that’s a great sign.

Interviewing them or surveying them on the benefits they received is also an excellent idea. In addition, be sure to ask the managers of the program’s participants about the changes they may have noticed in their employee’s behaviors after being coached. 

In a time where we’re surrounded by change and have so many demands on our personal and professional lives, the need for coaching is at an all-time high. Coaching is a model for engagement, empowerment and accountability. It teaches those being coached to be responsible and to “own” their results.

By engaging in coaching, you’re making a decision to replace mediocrity with high-performance.

So let’s ask ourselves:  who and what company doesn’t want full engagement and high-performance?

Today’s guest contributor is Renée Robertson, a two-time International Coach Federation Prism Award Winner for Internal Coaching and the CEO of Trilogy Development. Renee shares her insights and first-hand experience in her new book, The Coaching Solution: How to Drive Talent Development, Organizational Change and Business Results.