What makes leadership coaching a success?

Benchmarking the coaching

As a coaching psychologist, I start by establishing a baseline for the leader’s skills and attributes. Sometimes I provide a full deep dive assessment for development process to identify strengths and development areas. Or, leaders may complete a personality questionnaire or 360-degree feedback. What matters is having observational or self-reported data that we can reflect on together. This gives immediate perspective, helps focus the coaching, builds understanding and alignment, and accelerates trust-building.

Coaching kick-off meeting

Leadership coaching needs to stay connected to the business. I recommend a short 30/45 call with the organizational coaching ‘sponsor’, usually their line manager and/or an HR or talent management representative. This clarifies the leader’s organisational context and current perceptions of them from key stakeholders. It sets expectations for change and dispels the idea that the work is solely a confidential discussion between leader and coach.

Consistency and momentum

Leadership coaching requires time for reflection and adaptation. Sessions need to be regular and consistent to build momentum. I work with either six or 12-month contracts. Sessions are 90 minutes and scheduled monthly, either in person or remotely. Across a 12-month contract, leaders take advantage of ‘live-action coaching’, where I observe them in their daily activities.

Mid-session review 

Line managers and other key stakeholders are invited to join the session to give feedback on progress against coaching goals and suggest areas for future focus. This helps maintain the connection between the coaching and the leader’s business performance.

Work between the sessions

Leadership development occurs within the coaching sessions, yet more importantly, between them, back in the business. My coaching sessions often support the preparation for specific business challenges (e.g., presentations, performance reviews, team events) or encourage and empower leaders to trial and embed new ways of working. As traction builds, the coaching sessions become a dedicated time for review, reflection and feedback on what is being done differently in the leader’s routines. 

Final closing session

This session wraps up the key areas of improvement covered during the coaching contract and captures actions the leader can take forward to sustain performance wins. Equally, it enables the organisation to see the leader’s development and how other company initiatives, roles, or projects may support their continued growth.

For a free consultation on how coaching programmes can support your organisational leadership development?