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Getting senior management buy in on coaching

Sue Weekes

Managers holding 'yes' and 'no' placards

In our ongoing series on coaching, Sue Weekes finds out how to get support at the top

1. Agree your methodology early – what will you measure, how and when

Set specific goals for each coaching interaction as well as discussing overarching goals for the department or organisation, such as increased satisfaction levels, reduced turnover or improved PDR scores

2. Involve finance in the early stages to agree cost of training and ROI

Coaching is a cost-efficient way of upskilling your staff – but there is an investment to be made in training. Get finance to agree a budget for training early on, using research (see resources) to prove the impact it could have

3. Use a combination of quantitative and qualitative assessment

Setting goals is important and measuring performance can show the impact coaching is having on your organisation, but also make time to speak to coaches and staff via informal surveys and capture responses to coaching through interviews and one to ones

4. Track training outcomes over an extended time period

Coaching is a ‘slow burn’ development tool. While some people will feel the impact right away and show early results, other development goals will take time. The longer a coaching style is used in an organisation, the greater the impact is likely to be

This article originally appeared in our white paper Make coaching work: Four steps to success

Interested in implementing coaching in your organisation? Download our free white paper Make coaching work: Four steps to success or get in touch with the ILM team here

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