In the system, or software development world we like to talk about deliverables. If you are a Business Analyst, or Business Systems Analyst (like I was) your deliverables are system or software features, requirements, or stories that described what the customer wanted from their new or revised system. If you are a programmer, or developer, you deliver code to testing, and software libraries that supported the features, or functionality the client wanted. And if you are a software tester, your deliverables include completed tests that demonstrate that the code written and delivered supports the functionality the customer wanted – they may also include a list of defects that show the code delivered does not match with what the client wanted, or is in some other way problematic. From this perspective what can we say are the deliverables from the Coaching Manager and Client (Direct Report) process? If our list is robust, and honest, we will understand the fruits of the work done in the Coaching process.
Some coaching deliverables you can see, and touch. These include Client Assessments. To get from point A to point B – which is the delta – we need to understand where, and what point “A” is. This is where Assessments come into play. By the way, Assessment is one of the three pillars of my Coaching practice. The three pillars being 1) Assessment 2) Planning and 3) Action. Assessments can be formalized as in surveys, or questionnaires. They may also be informal, and part of a question/answer. “How do you feel about your new job?” is a powerful example of an informal assessment.
Another coaching deliverable you can see, and touch are plans. In a general sense, all plans that come out of the Coaching experience are “Client Plans”. But we can filter these plans farther and find that some planning is in response to department goals, and mission. Still some other plans are in response to more general organization, or company-level mission, or goals. Planning may also be in response to mission and strategy of the Coaching Manager. A Coaching Manager may ask their Direct Report to step up, or to build their own personal plan in response to the vision the Coaching Manager holds for their organization. Client plans can also be around personal self-development. It is this third type of plan is most frequently seen in private coaching practices.
A third category of coaching deliverables that we can see, and touch are actions, or tasks. These actions, or tasks are directly, or indirectly tied to Client goals. Examples from this category include creation of a list, having a conversation with a specific person or group, completion of a form, or application, participation in a brain-storming session, or making a decision on a course of action. One way to confirm if something we have completed is an action or task, is to ask if it can be verified. If the work can be verified, then it is an action or task.
There are other deliverables from the coaching process that are difficult or impossible to see, and touch, but none the less important. These are changes that happen in the interior of the Client (and sometimes the Coaching Manager) that are a product of the Coaching process. These are changes in character. Evidence that there have been positive changes in the person of the client are a bit trickier to see, but there are signs we can look for. If the Client is getting better at the work they do – this is a sign of growth. If we see that the Client (Direct Report) is taking on bigger challenges than they would have even a couple months ago – this is a sign of greater confidence, and motivation that has developed in the Client. If the Client is primarily a thinking individual (“T” on the Meyers-Briggs scale) but is tuning in to how others think and feel – this is a sign that the Client is becoming more well-rounded, and a better team member. Conversely if the Client is primarily a feeling person (“F” on the Meyers-Briggs scale) but has developed an understanding that many people place logic, or concepts ahead of how they feel, they are going to be able to work better when placed in a diverse team. Perhaps the most powerful character growth is when the Client reaches out to help others on their team, their organization, or their manager without expectation of reward. They give to others because it is the right action to take. Not because it is a means to an end. Not because they expect kudos, or promotion in return.
Below is a list of Deliverables that we typically expect to see in a productive Coaching Manager and Client Process:
In reflection many of the fruits of Coaching we can see, and touch. These are notes, and artifacts around Assessments, Goals, Planning, and Options. The most profound deliverable is a positive change in the character of the Client. This change cannot be measured directly. But we can see it indirectly in how the Client responds to adversity, the challenges they commit to deliver on, and the degree they selfishly commit to helping others. It is this deliverable that is the real heart of the Coaching experience.
Some coaching deliverables you can see, and touch. These include Client Assessments. To get from point A to point B – which is the delta – we need to understand where, and what point “A” is. This is where Assessments come into play. By the way, Assessment is one of the three pillars of my Coaching practice. The three pillars being 1) Assessment 2) Planning and 3) Action. Assessments can be formalized as in surveys, or questionnaires. They may also be informal, and part of a question/answer. “How do you feel about your new job?” is a powerful example of an informal assessment.
Another coaching deliverable you can see, and touch are plans. In a general sense, all plans that come out of the Coaching experience are “Client Plans”. But we can filter these plans farther and find that some planning is in response to department goals, and mission. Still some other plans are in response to more general organization, or company-level mission, or goals. Planning may also be in response to mission and strategy of the Coaching Manager. A Coaching Manager may ask their Direct Report to step up, or to build their own personal plan in response to the vision the Coaching Manager holds for their organization. Client plans can also be around personal self-development. It is this third type of plan is most frequently seen in private coaching practices.
A third category of coaching deliverables that we can see, and touch are actions, or tasks. These actions, or tasks are directly, or indirectly tied to Client goals. Examples from this category include creation of a list, having a conversation with a specific person or group, completion of a form, or application, participation in a brain-storming session, or making a decision on a course of action. One way to confirm if something we have completed is an action or task, is to ask if it can be verified. If the work can be verified, then it is an action or task.
There are other deliverables from the coaching process that are difficult or impossible to see, and touch, but none the less important. These are changes that happen in the interior of the Client (and sometimes the Coaching Manager) that are a product of the Coaching process. These are changes in character. Evidence that there have been positive changes in the person of the client are a bit trickier to see, but there are signs we can look for. If the Client is getting better at the work they do – this is a sign of growth. If we see that the Client (Direct Report) is taking on bigger challenges than they would have even a couple months ago – this is a sign of greater confidence, and motivation that has developed in the Client. If the Client is primarily a thinking individual (“T” on the Meyers-Briggs scale) but is tuning in to how others think and feel – this is a sign that the Client is becoming more well-rounded, and a better team member. Conversely if the Client is primarily a feeling person (“F” on the Meyers-Briggs scale) but has developed an understanding that many people place logic, or concepts ahead of how they feel, they are going to be able to work better when placed in a diverse team. Perhaps the most powerful character growth is when the Client reaches out to help others on their team, their organization, or their manager without expectation of reward. They give to others because it is the right action to take. Not because it is a means to an end. Not because they expect kudos, or promotion in return.
Below is a list of Deliverables that we typically expect to see in a productive Coaching Manager and Client Process:
- Assessments: To recap, to get from point “A” to point “B” we often need to assess where, and what point “A” is. Assessments can be surveys, or simply part of the Coaching Manager and Client dialogue.
- Session Notes: These are normally the job of the Client.
- Written Goals: Goals become real when they are discussed, and captured in writing. Goals are responses to organization mission, Management Vision, and/or Client development.
- Plans: Plans are HOW we are going to achieve goals. Plans need to be captured, but are not etched in stone. Plans are revised based on new information, or changes in circumstance, and of course any changes in Goals.
- Action Steps: Action steps are tied to goals, or removing blocks.
- Tasks: Tasks are the smallest unit of action. It may require several tasks to complete one Action Step.
- Lists of Options: This can be a list of possible action steps, or alternative ways to remove or minimize block.
- Growth of the Client: Unlike the above, Client growth cannot be seen directly – we see it indirectly in how the Client reacts to setbacks, the challenges they commit to take on, and the degree to which they offer service to others.
In reflection many of the fruits of Coaching we can see, and touch. These are notes, and artifacts around Assessments, Goals, Planning, and Options. The most profound deliverable is a positive change in the character of the Client. This change cannot be measured directly. But we can see it indirectly in how the Client responds to adversity, the challenges they commit to deliver on, and the degree they selfishly commit to helping others. It is this deliverable that is the real heart of the Coaching experience.
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