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COACH THE COACH

Providing internal professionally trained coaches in one’s own company increases the future viability of a company. These coaches can be used for general support as well as in change processes.

A pool of internal coaches forms a versatile resource in the development of organizations.

Successful concepts for the introduction of an internal coaching organization:

  • Sound training of coaches

  • Supporting structures

  • Coaching to support transfer processes especially in change processes

  • Collegial coaching accompanying leadership development processes

Concepts for success

Sound training of coaches

A key element for the successful implementation is to qualify the coaches professionally. In this process, participants learn what it means to proceed in a tipping-point oriented manner, how the psychological dynamics regarding behavioral change show up, which human behavioral and relationship patterns can be observed again and again and which thresholds and depth levels there are in the coaching process. Such a training lasts between four and seven days.

Supporting structures

The coach pool needs a structure. In the beginning, it is advisable to assign coachees to coaches. Once the system is established, the assignment can be made freely. Coachees then look for coaches. Often, the coaches are supervised by employees from HR Development. Joint meetings to share experiences help stabilize the process. These programs are themselves an intervention for the new cultures that focus on personal responsibility and empowerment.

 

Coaching to support transfer processes especially in change processes

Especially in change projects that either have a strong behavioral change component or trigger fears, such coaching can be valuable. Also, when it comes to scaling in change processes, coaches can act as multipliers. In this case, they should also be extensively familiar with the goals and inner logic of the change process.

Collegial coaching accompanying leadership development processes

Coaching can be very valuable in supporting transfer performance in leadership development processes. The development areas identified through surveys can be intensively supported in their realization. Coaching by colleagues is also very helpful for the realization of projects. Sometimes it is viewed critically whether colleagues can coach each other. It is our experience that it works very well when the coaching has no deficit-related cause.

 

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Coach the Coach
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