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Chapter 4 – Coaching plan
4.4. Coaching plan
A coaching plan benefits both the manager/supervisor and the employee by setting a course for consistent guiding efforts across a development cycle. It formalises change management efforts to ensure employees are moving along the change commitment curve. It also helps to:
- Develop the competency level of managers and supervisors to lead the change process with their direct/indirect reports within their MDAs
- Assist managers and supervisors to identify and effectively address root causes of resistance or why a change is not taking hold
- Provide managers and supervisors with tools and skills that will enable them to lead their employees through change.
4.4.1. Coaching plan – the process
1. Understand the changes underway
- Review supporting documents such as the change impact analysis, leadership assessment, TNA, capability maturity assessments, sponsorship plan, etc.
- Validate your understanding of the change landscape with the relevant stakeholder group(s), which will vary across projects, programmes, projects or initiatives.
2. Develop Coaching plan to develop competencies to manage change
- Identify the coaching plan’s audience and conduct a high-level review of their competency gaps etc.
- Discuss with the team and other stakeholder groups about the various options to develop the required competencies to manage the current and future changes in your project or programme
- Agree and validate the options discussed and incorporate them in the plan.
3. Implement and monitor coaching by leading and reinforcing the change
- Map out the activities and the proposed dates of the coaching sessions.
- Identify further actions based on coaching session
- Using the agreed method of measuring progress against desired behaviours, identify any required interventions to close the gap.
- Report on the progress of coaching against the plan.
