Stage 1: Matching and contracting
The leader meets one or more prospective coaches in a short “chemistry” conversation. Fit matters: research on coaching and on helping relationships generally points to the quality of the working relationship as one of the strongest predictors of results.
Contracting then sets the ground rules among three parties: the leader being coached, the coach, and the sponsor (the organization or board paying for it). A good contract covers goals, length, fees, what stays confidential, and what, if anything, is reported back. See Confidentiality in executive coaching.
Stage 2: Assessment
Coaching that starts from the leader’s self-description starts from a partial picture. Most engagements therefore begin with data:
- a 360-degree assessment, collecting anonymous ratings and comments from the leader’s manager or board, peers, and direct reports
- sometimes stakeholder interviews conducted by the coach
- sometimes personality or style inventories
The coach debriefs the results privately with the leader. See 360 assessments and the Leadership Circle Profile.
Stage 3: Goal setting
Leader and coach turn the assessment into two or three development goals that matter to the business. Good goals are observable (“I delegate decisions below a set threshold and stop reopening them”) rather than vague (“be more strategic”). Where there is a sponsor, the goals are usually shared in a three-way alignment meeting so the organization can support them.
Stage 4: Coaching sessions and practice
This is the core of the work. Sessions are typically 60 to 90 minutes, every two to three weeks, in person or by video. A session usually includes:
- what happened since last time, including what the leader tried
- the live issue the leader most needs to think through
- the pattern underneath it
- a specific commitment before the next session
The change itself happens between sessions, when the leader behaves differently in an actual board meeting or a hard conversation.
Stage 5: Review and close
Midway and at the end, leader and coach review progress against the goals, often with a second, shorter round of feedback from the same people who took part in the 360. The engagement closes with a plan for sustaining the gains. Some leaders continue with less frequent sessions; many stop and return at the next transition.
What does the leader have to bring?
Coaching is not done to someone. The leaders who gain the most are open to feedback, willing to experiment, and honest about what is not working. Time is the practical cost: roughly three to five hours a month including reflection and practice.
Frequently asked questions
How long is a typical executive coaching engagement?
Six months is a common minimum and twelve months is common for chief executives. Behavior change that others notice generally takes several months of practice.
How often are coaching sessions?
Every two to three weeks is typical. Weekly is usually too frequent to allow practice; monthly often loses momentum.
Can executive coaching be done virtually?
Yes. Video and phone coaching are now standard and allow leaders to work with the right coach regardless of location. Many engagements blend an in-person start with virtual sessions.
What happens in the first coaching session?
The first session usually covers the leader’s history and current context, what they want from coaching, how the two will work together, and the plan for assessment.
How Syntrina Leadership structures it
Syntrina Leadership’s one-on-one executive coaching is a six-month engagement that includes the Leadership Circle Profile 360 assessment, bi-weekly sessions by video or phone, and periodic progress reviews, all held in confidence.
This page is educational and general in nature. It is not legal, regulatory, or clinical advice. Questions or corrections: coaching@syntrinaleadership.com.