4 Tips for Engaging a Leadership Coach

Investing in leadership coaching is an important decision, so following these best practices will help you make a wise investment.

Research shows that single approaches (e.g., cognitive behavioral, positive psychology, solution-focused, GROW) don’t work as well as integrated approaches (e.g., cognitive behavioral and solution-focused).
When vetting coaches, ask what approaches they use and listen for a blend of psychologically-informed approaches (e.g., cognitive-behavioral and solution-focused).

The number of sessions needed to achieve outcomes depends on the outcomes you want to achieve.

Goal Attainment (i.e., reaching goals set at outset of coaching): Less than 5 sessions. And, there is no significant increase in positive outcomes with additional sessions.
Self-efficacy (i.e., feeling capable and competent): Less than 5 sessions. And, there is no significant increase in positive outcomes with additional sessions.
Skills/Performance increases considerably when 5 or more sessions are conducted.
Work Attitudes increase considerably when 5 or more sessions are conducted.

Face-to-face and phone sessions are equally effective.
When possible, allow the coachee to decide what modality makes them the most comfortable.

Research suggests that when 360 feedback results are used as an input into coaching, the coaching was considerably less effective. The researchers hypothesized that the subjective nature of multi-rater feedback can evoke emotional responses. This serves as a distraction that depletes cognitive resources needed to focus on the coaching process.
Carefully consider how multi-rater feedback has been used in your organization, how well-received it has been, and whether the risks outweigh the payoff. If you decide to use it to help with the coaching engagement, consider administering it several months prior. And, debrief the results with the leader before coaching begins.

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