CREATING APOWERFULCOACH-COACHEEPARTNERSHIP 51
are taking place, by enlisting their support and understanding. Not all of the
coachee’s reports and colleagues will be actively rooting for his or her suc-
cess, especially if behavioral problems have been part of the mix. But if 80
percent of those people can be brought on board, the chances of that success
being sustained are much greater.
Creating sustainable success is part of the coach’s exit strategy. The pro-
cess of weaning the coachee from the coach’s guidance involves checking
in to ensure the change is still effective. It’s the coach’s duty to help the
FIGURE3.1 Coaching Checklist: Creating a Powerful Coach-Coachee
Relationship
Establish the ground rules for the relationship.
Has the coachee agreed that the coaching engagement will be
treated as an opportunity or is the coachee reluctant?
Is the coachee committed to the process?
Has the coach ensured that the coachee understands the benefits
to their business dealings?
Establish how confidentiality will be defined in the relationship.
Have you agreed on who the client of this assignment is?
Establish how success, or lack thereof, will be communicated back
to the organization.
Establish and agree on the steps in the process.
Agree on who will be part of the data gathering process.
Agree on how information will be gathered.
Has the coach taken the information that is gathered and focused
on two to three main themes that he/she believes are critical to
bring upon the important changes?
Have you agreed on how frequently you will communicate with
each other?
As a coach, are you ensuring that you are adapting to the needs
of the coachee rather than applying your standards/expectations
to him/her?
What will success look like?
Have the coach and coachee talked about when the coaching
relationship is over or needs to be reevaluated?
Have you reached an agreement on the method and frequency of
follow-up?
Are you managing or maintaining control of the relationship?