Monitoring and holding leaders accountable are the biggest issues faced by coaches. Consider using an action plan with the leader and then breaking down actions into small steps. The best way to assure goals are reached is to help the leader outline specific actions they want to take to achieve them. Plan each action with steps and due dates, giving the leader a roadmap to stay on track to achieving results. For example, if the leader wants to find opportunities to lead a tea

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Objectives are part of the coaching action plan and the leader’s individual development plan. Consider these suggestions to help aim toward quantifiable objectives. Help the leader develop career goals. Identify short and long term SMARRT goals that are Specific, Measurable, Achievable, Result-Oriented, Relevant, and Time-Bound. Target development areas that need improvement in their current or a future position. What critical knowledge, skills, and behaviors are/will be nee

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CONNECTABLE: How Leaders Can Move Teams From Isolated to All In. Ryan Jenkins, Steven Van Cohen. (2022, Kindle Edition) The increase in remote work, the growing importance of inclusion, and the need for better well-being make addressing employee “loneliness” (i.e., absence of connection) a leadership imperative. Research substantiates that employee engagement, performance, collaboration and loyalty all decrease when employees lack connection to teammates, leaders and the orga

Practical processes and actions are taken when you establish a coach agreement. Understanding what is required in the relationship with the leader is foundational. Clarify expectations of both coach and leader Discuss specific parameters What is being offered Time commitments and timeliness for meetings Responsibilities Objectives and outcomes Create a partnership How will data be collected and analyzed Follow through with development plan Collaboration process and considera

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