The Coaching Process

WHAT DOES THE COACHING PROCESS LOOK LIKE?

A document is signed between the company and the coach.

AGREE

COACHING
SESSIONS
1-5

MEET

Meet HR / manager who explains the situation to the coach. The counterpart and the coach meet to check the chemistry is right.

Initial tripartite meeting for setting goals.

INITIAL TRIPARTITE MEETING

COACHING
SESSIONS
1-5

Review progress towards coaching goals.

MIDWAY TRIPARTITE MEETING ​

Final review of progress and next development steps.

FINAL TRIPARTITE MEETING

ROLES

counterpart

​the person being coached

  • Throughout the working relationship the Coaching Counterpart will demonstrate a willingness to be actively involved and committed to coaching.​
  • He/she gives permission to the Coach to challenge and confront thinking, behaviours and feelings during the coaching sessions in support of development goals.

coach

  • He/she will determine with the Coaching Counterpart the most useful and desired outcomes.​
  • Provide a safe, yet challenging learning environment for the Coaching Counterpart to promote exploration and discovery through the dialogue

sponsor

COMPANY REPRESENTATIVE

The Sponsor represents the company within the tripartite relationship, and may be the counterpart’s direct manager, who is accountable for the counterpart’s professional development.

  • He/she will participate to the 3 tripartite meetings, before session 1: to set up coaching goals, at the middle for the half-way review, and at the end for final review.​
  • Support the Counterpart in his/her professional development, giving him/her on-the-job encouragement and constructive feedback, in order to ensure a sustainable progression.

Coaching Focus

Areas To Explore

Leadership Development

Leadership development helps executives become better leaders. Our clients include executives and entrepreneurs who are ready to step up to the next level and wants to maximise their current capabilities.
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Key Transitions

Research finds that 40%+ of executives underperform during their transitions. And that’s not all; poorly managed leadership transitions have ripple effects. The direct reports of a struggling new leader perform 15% worse and are 20% more likely to disengage or leave than the direct reports of a leader who ramps up quickly. There are a number of reasons why transitions don’t go well and Dynamis can help ensure smooth transitions.
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Team Collaboration

Gallup defines engaged employees as “those who are involved in, enthusiastic about, and committed to their work and workplace.” Less than one-third of teams are engaged at work, and according to Gallup, a majority of workers “believe that their organization’s project performance would improve if their teams worked more collaboratively.” Let Dynamis help your organisation’s teams excel via workshops and trainings.
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Supervision and Mentoring for Coaches

Professional coaches need to sustain their skill level and to take care of themselves.

Mentor Coaching is a way to help coaches to further develop their coaching skills, within the framework of ICF Core Competencies. Those sessions are also useful to get or renew an ICF coaching credential.

Coaching Supervision is a form of reflective practice accompanied by a certified Supervisor. It is safe space for coaches to reflect on their practice. It’s a powerful way to know your strengths as a coach and activate them.

Both modalities are possible in individual sessions and in group sessions.

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