For the organisation employing the services of a coach, expectations about the coaching process will need to be clear from outset.  After an initial diagnostic consultation, any performance metrics and feedback arrangements are clarified in advance with contracted time thereafter spent coaching to bring about the desired targets or changes.  Arrangements for feedback reports (if required), are decided prior to commencement and provided as agreed.

From the coachee’s perspective, if coaching is a completely new experience it will come as a pleasant surprise to find that a coach is non-judgmental and supportive of any effort to achieve any goal set.  However, the confidential nature of coaching means that a coach will question any action likely to direct away from targets, so where necessary conversations are frank.  We may all do things for the best reasons, but these are not always the best choices and a coach will not hesitate to take the role of devils’ advocate, if it serves to expand the options available.  Working through exercises and actions aimed at creating more choices, the coachee will be encouraged to try alternative directions if familiar behaviours do not produce acceptable results.

Where negative habits are ingrained, they can be difficult to spot, so a coach will question behavioural patterns as they appear, rather than waiting for the effects of this behaviour to blow up.  The coach will then encourage the coachee to examine a range of alternatives, more productive ways of reacting to these problem situations, and decide on the best way forward.  This works particularly well for those who enjoy learning but dislike being taught.  Self-awareness is a major factor and with half of those who engage in coaching reporting increased levels of self-awareness, programmes generate better judgements, leading to better choices.