Seven steps to unlocking performance through workplace coaching

Maximise coaching effectiveness with a seven-step framework that turns workplace coaching into a powerful strategic tool.

In brief 

• Engaging stakeholders and aligning coaching with organisational objectives amplifies strategic impact.
• To build high-quality coaching relationships, strategically select top coaches, target high-impact individuals, and establish clear contracting processes.
• Continuous reflection for coachees and systematic evaluation for the organisation ensure coaching remains relevant and effective.

In today's fast-paced business environment, it's crucial for functional leaders and decision-makers in Learning and Development and Human Resources to implement effective coaching. Yet, many organisations struggle to maximise the impact of coaching. Often seen as a standalone professional development tool, coaching is frequently disconnected with broader organisational goals, leading to inconsistent outcomes and limited impact. 

Research indicates that 17% of organisations even experience negative effects from coaching,¹ with research highlighting poor implementation, misaligned expectations, and lack of clarity as significant challenges.² However, when strategically integrated, the benefits of coaching can be fully realised, it can enhance resilience,³ drive growth,⁴ reduce turnover⁴ and improve overall performance by boosting leadership effectiveness^2,4 and employee motivation.⁵ To optimise the impact of coaching, we present a seven step framework to unlock systemic performance through coaching:

1. Engage stakeholders to foster a shared understanding of coaching
2. Align coaching with strategic objectives
3. Target key individuals for impact
4. Select the best coaches
5. Contract coaching clearly and continuously
6. Reflect on coachees’ learning to bridge insight and action
7. Evaluate coaching impact comprehensively

To truly harness the potential of workplace coaching, organisations must understand the conditions that foster successful professional development and the importance of continually evaluating impact.

Step two: Align coaching with strategic objectives

Organisations that focus on professional development without linking it to broader objectives risk missing valuable opportunities for impact.⁶ To achieve the optimal benefits of coaching, it should be considered as a facilitator of strategic success rather than a standalone initiative.⁵ Creating a unified coaching and organisational strategy enables both individuals and the organisation to focus professional development on strategic priorities. This alignment minimises the risk of divergent efforts and inconsistent outcomes.⁶

Step three: Target key individuals for impact

Workplace coaching is frequently provided reactively, to address an issue or meet a perceived need, rather than to fulfil strategic potential. Organisations should intentionally select individuals for coaching based on their potential to drive significant impact. Neglecting to target the right individuals - considering their readiness and potential performance impact - can dilute the effectiveness of workplace coaching.^8,9

Step four: Select the best coaches

The strength of the coach-coachee relationship is the greatest predictor of coaching outcomes.^7,11,13 This relationship is significantly influenced by the competencies that effective coaches possess.  Effective coaches have essential skills, including emotional intelligence, active listening, powerful questioning, feedback delivery, psychosocial support and empathy.^5,7,10,12,13 They demonstrate trustworthiness, commitment, a motivation to help, and a non-judgmental attitude,^5,7,13,14 along with knowledge of organisational context, behavioural science and psychology, which helps to nurture the coach-coachee relationship.^2,7,12,15,16

Step six: Reflect on coachees’ learning to bridge insight and action

Reflection is a critical component of the coaching process, serving as the bridge between insight and action. Taking time to reflect allows coachees to internalise feedback, recognise patterns and make intentional changes - fostering accountability, independence, and resilience.^{7,10,21,23,24} Whilst coachees often appreciate this reflective opportunity, many struggle to maintain it after the coaching relationship ends. Embedding ongoing reflective practices at the organisational level can support continuous learning beyond coaching sessions, helping organisations to sustain the benefits of coaching.

Step seven: Evaluate coaching impact comprehensively

Continuous and structured evaluation is vital for measuring the impact of coaching in the workplace and making necessary adjustments in real-time. Many organisations neglect this step, missing valuable opportunities for improvement, with only 44.2% evaluating impact after the final session and just 10.2% doing so formally at the end of each session.²⁶

Effective evaluation should be integrated throughout the coaching journey; ³ incorporating feedback from coachees, coaches, managers, and peers at different stages.^2,25 This is all the more impactful where it is contextualised and related back to broader organisational objectives.⁶