There is a wealth of evidence to suggest that, with the right coaching support, individuals can overcome many barriers – whether cognitive, behavioural, performance, attitudinal or career-goal related.  

We talk frequently about the value of embedding a coaching culture within an organisation.  Managers who are confident and capable of having regular coaching conversations with their teams drive progress, encourage internal mobility and promote an open and positive environment for the entire workforce. Although it can take time to invest in, build and embed leadership coaching capability, the increase in trust and commercial benefits to the organisation can be dramatic and long-lasting.
 
When considering coaching support for an employee, it’s important to explore what internal expertise is already available. This can be a good - and speedy - solution; internal coaches often have valuable insight into the culture and issues within an organisation. Using an easily accessible resource you already have – and know and trust - is also a good way to keep costs down.
 
However, if you are considering coaching for a senior executive, it’s worth reflecting on whether an external coach may be more appropriate. Scenarios where this may be useful include:

• Providing sensitive feedback to a business leader who may perceive themselves as more senior or experienced than the coach

• Coachees who are concerned about confidentiality or perceive a ‘conflict of interests’, they may be unwilling to trust an internal coach resulting in less effective sessions

• When ideas and experience from a wider variety of organisational and industry situations are required to challenge and stretch the coachee

• When no prior knowledge or relationship with the coachee is perceived as more objective and non-judgemental

• When there are confidential organisational or personal issues that may surface during the coaching which may be inappropriate for an internal coach to explore.

PREPARATION IS KEY
 
Whether you decide upon an internal or external coach, the preparation process should be identical. Often, it’s felt that internal coaches need less information upfront - but this is almost always a mistake. Taking the time to ensure clarity of goals and approach and exactly what outcomes you are looking for from the coaching programme is vital. To be fully effective, internal coaches should have the same measures and goals as an external coach. Typical areas to discuss are:

• What will ‘good look like’ as a result of the coaching? What specific changes or improvements are desired?

• How will the outcomes of the coaching align with organisational goals and strategic priorities?

• Does the proposed coachee understand why they have been offered coaching and are they open and willing to engage in the coaching process?

• Does their line manager understand how to support the process?

• What is the budget for the programme? (for internal coaches it’s important to think about the true cost of their time and how many sessions are anticipated)

• How will success, effectiveness and value for money be measured?

EVALUATE YOUR CHOICE OF COACH 
 
The choice of coach, whether internal or external, is a critical success factor and so, irrespective of which option you choose, it’s important to consider carefully whether you have a suitably qualified and experienced coach. This evaluation should consider:

• What formal, independently accredited training, experience and qualifications does the coach have? Are these relevant to your needs?

• Are they a member of a recognised professional body that has a code of conduct

• What coaching model do they use?

• What case studies or evidence of relevant assignments can they share with you?

• What evidence of CPD can they provide?

• Do they receive appropriate regular coaching supervision?

• Would they be credible and inspire trust and confidence in the proposed coachee?

There is no right and wrong answer - we are not suggesting that external coaches are better than internal coaches. For coaching to be effective, it requires clarity of purpose at the outset, selection of the right coach for the situation and clear measures. For many organisations, using external coaches to supplement internal resources can be a highly effective strategy giving you flexibility, best value and the right outcome. 

Get in touch to find out how Working Transitions can supplement your internal coaching capacity.