After having worked with a broad spectrum of corporates/organizations and hundreds of individuals, the authors have had our share of successful and botched coaching engagements, especially when the Coachee/Leaders are sponsored by their organizations.

Based on this experience, here are some elements that we believe will help organizations build effective Coaching Programmes:

• Leaders/Coachees who get the most out of a Coaching relationship have a strong desire to learn and grow
• Strong (demonstrated) commitment from the top management to retain and develop the Leader/Coachee which includes providing support to the Leader/Coachee to help him/her through personal change
• Coaching is positioned as a support for the Leader/Coachee to develop their potential and succeed (and not to fix behavioral or structural issues)
• Organizational clarity on the Coaching outcome and being able to articulate that to the Leader/Coachee in a tangible manner.
• Setting the right expectations with the Leader/Coachee (Guidelines in Notes Section below)
• Respect the need for Confidentiality between the Coach and the Leader/Coachee.
• Both the Coach and the Leader/Coachee building a level of trust where they can openly discuss with each other if the engagement is not working and then seeing what needs to be done to move it forward.
• The organization works with the Coach to follow a structured process that will ensure that most of the above guidelines are taken care of. See “Coaching Process”( https://www.orenda.net.in/recommended-coaching-process/)

Setting the Right Expectations with the Leader/Coachee (The Coach too can help with this):

• Coaching is not a casual conversation /dialogue
• Coaching is intense work on the part of the Leader/Coachee to reflect, identify required behavior changes, define new behaviors and work towards making these changes.
• This requires the Leader/Coachee to be vulnerable, trust himself/herself and the Coach and be open to experimenting new areas that might be uncomfortable.
• The Leader/Coachee has to take complete ownership for their development. The Coach is only a facilitator in the process and will provide the Leader/Coachee with a non-judgmental, supportive space for this experimentation.