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Xenonex shares tips on effective Coaching

The Xenonex team are busy working with senior leaders to develop and embed a coaching culture within their organisation.  However, at the start of a coaching journey both coach and coachee have much to learn in how they can make their coaching sessions effective.


Many managers new to coaching don’t follow up after their coaching sessions, thereby squandering the important time they invested in the first place. No matter how successful a session feels, if it doesn’t lead to change, it hasn’t been effective.
I thought I’d share these tips and questions which I think offer some simple ways in which coaching sessions can be most effective.

You’re not going to remember everything you see, hear, and think about during your conversation, so write things down. Good notes will allow you to keep track of goals, observe growth, and give more meaningful feedback in the future. Create a standard template that you can fill in each time.


After each session, ask yourself:

  • What can I do to support this employee’s development between now and our next coaching meeting?
  • What did I learn from this meeting that I didn’t know going in?
  • What did the person I’m coaching learn? What key messages were reinforced in the meeting?

These tasks should become a routine part of your management practice, if they aren’t already. Schedule time on your calendar to work on the tasks that are most difficult for you to remember or complete.


Follow up on agreements. Review your written agreements periodically, and follow up on action items. If members of your team have requested specific help from you, make sure you’re getting them what they need.


Observe signs of growth. To give meaningful feedback, you need to know what’s going on. Make a deliberate effort to observe the kinds of interactions or tasks your team members have raised in your coaching sessions.


Check in directly. Institute an open-door policy that encourages your team to come to you with questions. Knowing they can seek help may motivate them to persevere when they feel stuck.


Communicate impact. As you see people begin to change and grow, communicate the impact of their growth. Hearing it from you will increase their motivation (and give them satisfaction).


Watch for changes in the relationship. Pay attention to the emotional dimension of your interactions. If you sense a worrisome shift, intervene early. Even if you can’t do anything to help, your concern will probably be appreciated.


Evaluate yourself. Periodically assess your own performance as a coach by asking yourself these two questions:


Am I meeting the needs of each person on my team? Approach your role with a trial-and-error mentality and show openness in making adjustments along the way. Periodically check in with everyone you’re coaching about what is working and what is not — but trust your judgment.


Am I holding up my end of the bargain? Coaching is a two-way street, so be honest with yourself about whether you’re getting in the way of people’s progress or sending mixed messages about your expectations. Do what you can to make everyone on your team more successful.


Of course, the task of following up never ends: lending support and providing accountability are the perpetual tasks of a manager. As you get more and more comfortable with coaching, you may no longer need a list like the one above. But keep it around in case you want a refresher.


Xenonex provides one to one Executive and Team Coaching with CEO's, MD's, Board members, Senior Leaders, Partners, Directors, Middle Managers and other key strategic roles within organisations. Our Coaching programmes typically comprise the establishment of PUBLIC GOALS designed to meet the needs of the organisation and PRIVATE GOALS designed to meet the needs of the individual.


We also offer a full suite of ILM programmes and as an approved ILM Centre have been recognised for the quality and standard of our training in the National ILM Hall of Fame. Our ILM programmes can be run as open or in-house programmes. We place great emphasis on underpinning theory with substantial levels of coach practice and 1-1 feedback, tutorials and supervision.

Xenonex also has extensive experience in developing and embedding coaching within organisations.

To find out more contact Jo Watson, Business Development Manager on 01423 876371 or email jo.watson@xenonex.co.uk


Suzanna Prout