What does an organisational leadership coaching programme include?

An executive or leadership coaching programme usually has five stages. These are discovery, contracting, coaching, an optional assessment, and a review of progress and next steps.

The exact format will vary. A sound programme needs enough structure to create confidence. It also needs enough freedom to respond to the person being coached.

1. Discovery and fit

The first conversation explores the context, the people involved and the reason for coaching. It is a chance to test fit before agreeing a programme.

Useful questions include:

• What is happening now?
• Why is coaching being considered at this point?
• Who is commissioning the work?
• What would useful change look like?

2. Clear contracting

Contracting sets the purpose, roles and boundaries of the work. In sponsored coaching, it creates clarity for the organisation, coach and person receiving coaching.

The contract should explain confidentiality and how progress will be reviewed. The organisation needs appropriate assurance without access to private coaching conversations.

3. Focused coaching conversations

Sessions create space to step back from daily demands. The person can explore patterns and consider practical choices. The focus may shift as insight grows, but it stays linked to the agreed purpose.

Work can include leadership impact, confidence, communication, relationships, delegation, decision-making, pressure and change.

4. Optional psychometric insight

An assessment can provide a useful baseline. It can also show the situation in a different way. It should be chosen for a clear reason.

• Hogan explores personality, potential derailers and values.
• EQi2.0 explores emotional intelligence.
• Wraw explores workplace resilience and wellbeing.

Results are discussed in a confidential debrief and translated into relevant actions.

5. Review and next steps

Progress is reviewed against the agreed goals. The person being coached considers what has changed, what still needs attention and how learning will be sustained after the engagement.

There is no ideal programme length. The scope should fit the role, context and aims. A bespoke approach avoids forcing every person into the same package.

What should the organisation receive?

The sponsor should receive clarity about the coaching purpose, format, responsibilities and review process. They should not receive the private content of coaching conversations. Good contracting creates organisational assurance while protecting the trust needed for effective coaching.

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