Lessons from a decade of delivering coaching solutions

It has been my privilege to support the AoEC for the last 10 years as head of consultancy. My role is to help AoEC’s B2B clients think strategically, implement and benefit from high-quality coach training and coaching solutions. Over the years, I’ve seen first-hand how coaching capability is increasingly recognised as a valuable asset for managers, enabling teams to grow in confidence and competence. Here, I share key insights from my decade of experience in this field.

The importance of senior-level support

Successfully integrating coaching into an organisation - whether through leadership coaching, training in-house coaches, or embedding a coaching culture - relies heavily on senior sponsorship. However, this support can be a double-edged sword. Coaching initiatives imposed from the top can feel counterintuitive to the coaching ethos. The key for senior leaders is to champion, not mandate, the approach.

For managers seeking buy-in from senior peers, leveraging FOMO (Fear of Missing Out) can be effective. Highlighting the impact of competitors’ coaching initiatives can create urgency. There are valuable resources available from credentialing bodies such as the ICF, EMCC, AC and CIPD to build a compelling case. If all else fails, start with yourself - if you’re not already a trained coach, investing in your own development can be a powerful first step that others will notice and respect.

Conducting a coaching audit

Before embarking on any new coaching initiatives, it’s essential to assess the current landscape. A thorough audit helps determine what’s working and what’s not. Key questions to explore include:

• How well is coaching understood within the organisation? (Many mistakenly label other forms of support as coaching.)
• What coaching activities are already taking place, and who is involved?
• What impact is coaching having and how well is it aligned with broader organisational goals?
• How do coaching needs vary across different generations, from Gen Z to Boomers?

Defining a clear coaching purpose

Once you understand your starting point, the next step is defining where you want to go. Organisations that establish clear objectives for their coaching initiatives tend to see better outcomes.

For example, AoEC is currently supporting a well-known financial services organisation to address DEI challenges by recruiting and training coaches from underrepresented groups. Your coaching purpose might be to enhance leadership development, improve manager conversations, or reduce reliance on external coaches by developing an internal coaching capability. If you plan to establish in-house coaches, consider how they will be supervised, supported and sustained in the long term.

Integrating coaching into organisational systems

For coaching to be effective, it must be integrated into existing systems rather than treated as an isolated initiative. Organisations that embed coaching into leadership training, performance discussions and development conversations see far greater success than those that position coaching as an additional task for managers.

It’s also crucial to provide opportunities for trained coaches to practice their skills in the workplace. Failing to do so leads to frustration and ultimately undermines the investment in training.

Ensuring long-term commitment and consistency

From what we see at the AoEC, the organisations that benefit most from coaching make an ongoing commitment to skills development. Even modest, sustained efforts yield better results than one-off training events. It is my observation that success is often driven by a stable leadership team and a dedicated coaching champion who advocates for coaching’s benefits and best practices.

Ethical considerations in coaching

Ethics must underpin all coaching initiatives. One key ethical challenge is ensuring that individuals are adequately trained for the coaching roles they take on. A two-day coaching certificate, whilst providing the basis to be able to dip into a coaching style, would not be sufficient training to provide formalised coaching sessions. It is essential to act within the confines of the standard of training attained and to be honest about one’s level of training and experience. This holds true for external coaches, how well trained are they? Are they being supervised by a suitably qualified supervisor? How much experience do they have? HR teams must also be mindful of ethical boundaries, particularly regarding the information they gain through coaching versus other sources, such as succession planning.

Measuring coaching impact

Starting with clear outcomes in mind is essential for demonstrating the value of coaching initiatives. Organisations that continuously assess and communicate the impact of their coaching efforts are best positioned to sustain long-term success. Answering the critical “so what?” question - how coaching initiatives drive tangible improvements - will help secure ongoing investment and engagement.

By following these key principles, organisations can develop and sustain effective coaching solutions that foster growth, performance and long-term success.