Overview

Our 1-on-1 coaching process has the steps identified in the diagram below. It begins with a “good fit” conversation to give both the coach and client a feel for what it would be like to work together. Once a match is made, a series of data-gathering activities are launched. This often includes “welcome” questionnaires, psychometric assessments, and stakeholder interviews. Throughout the engagement, coaches generate insights for clients by asking thoughtful questions. We help clients clarify issues, elicit possibilities and ultimately produce sustainable solutions. Alignment meetings with important stakeholders also generate buy-in and support for clients’ short-term and long-term development.

We often see coaches operating in organizations hide behind a “curtain of confidentiality”. Their intentions are honorable (as privacy and trust are key to a strong coach-client partnership), and the problem likely has roots in coaches transferring a therapeutic model to the workplace (confidentiality is absolute and legally protected in therapy). That said, Human Resource / Talent Management (HRTM) personnel are actually entitled to information about the coaching engagements occurring in their organization. We at C Global use our “confidentiality spectrum” tool to help all stakeholders get on the same page about exactly what information is shared with who. For example, the dates and the length of sessions should be shared with HRTM personnel, at a minimum. (Feel free to reach out to a C Global Partner to learn more about what else can be shared, to help you navigate sensitive coaching engagements).

C Global is able to scale coaching beyond 1-on-1 coaching engagements. We have facilitated custom leadership development programs for numerous, diverse organizations that infuses a mix of 1-on-1 coaching, group coaching, and training on specific topics. To maximize impact we tailor our approach to meet the needs of the organization’s coaching needs.

For example, some organizations prefer people travel offsite for a three-day program to unplug and focus intensely on their professional effectiveness. Others prefer to choreograph a series of short two or three-hour sessions onsite. Regardless of format or location, C Global recommends assessing the strengths and areas for potential development of each participant, often with a 360-degree feedback and NBI Thinking Preference assessment.

Depending on the size of the program, C Global may utilize multiple resources to help guide and scale the development of a group of participants. For example, previously we have deployed three resources (i.e., two coaches and one trainer) for a cohort of 16 participants. This allows us to mix in large group trainings (i.e., to teach everyone critical communication and influencing skills), with small group dialogue (i.e, 8 participants cross-pollinate their learning and experience), as well as some individual, 1-on-1 time with a coach. We like to give intense attention to each participant in our group programs to help them understand and confront their personal barriers to achieving their leadership vision. When participants emerge from our leadership programs they report feeling empowered, and are armed with a professional action plan they are motivated to pursue. Alumni have called the overall experience a “gift” for both them personally and the teams they lead.

Example: Facilitated three-day leadership development program for 64 leaders of a global organization that included customized assessments, action planning, and manager alignment meetings. Program ranked #1 relative to 31 other programs in the organization, with a 95/100 impact index score, a 97/100 perception index score, and a 96/100 global assessment score.