The Leadership Coaching Process

Every coaching process of the leadership coaching is initialized on request of the people of an oragnisation, unit or team. Participants are generally in leading positions, but can also be specialists. The participation is voluntary which is stated by every attendee at the beginning of the leadership coaching process. All contents, processes and procedures are confidential and are not used for official purposes or personnel reviews.

Phase 1 - Pre-Coaching

Normaly the participants are coached all at the same time and not bit by bit like in civil organizations. The "Zentrum Innere Führung der Bundeswehr" (Koblenz) developed the coaching concept and conducts the coaching. During the first phase ("Star-up-Phase") the participants talk with their coaches about demands, possible goals and the course of action. In the context of the first data acquisition (Feedback t0, t1) the competencies are being collected by a questionnaire using self-perception and the perception of others (superiors, subordinates, co-workers). The perception of others are combined and averaged to one total external-perception.

The Feedback Instrument "Leadership Navigator" ("LeNa", revised version) was specifically developed for the leadership coaching and is based upon a factorial analysis. "LeNa" characterizes the client towards five military relevant leadership competencies. Numerous pilot studies showed that these five competencies require the most coaching:

    • Responsibility and Trust
    • Leadership and Delegation
    • Ability to deal with conflict
    • Task and Team Orientation
    • Transparency

Phase 2 - Coaching

The participants are coached on the job. The Coaches are conducting the attendee at their working place for two weeks. A typical coaching process embraces 8-10 persons, who are coached by 4-5 leadership trainers. In order to engross the multi-perspective approach the coaches are conducting several (approximately 50) narrative interviews with the focus persons and persons from their surroundings. The feedback findings are completed with the interview impressions. Required development will be specified during a feedback between the coach and the participant. The coaching goals are written down in a confidential agreement. Recurring development needs are the problems of teambuilding, communication, the social perception, the ability to deal with conflict and the stress management. These needs are dealt with the coaching proposals. At the end of the coaching process each participant is asked for an evaluation regarding the satisfaction with the leadership coaching and with the actions of the coach (satisfaction questioning and coaching-feedback).

Phase 3 - Post-Coaching

The participants are supported for half a year after the coaching if requested (Sustainability). The support is done by consulting via phone or with “Follow-Up-Modules”. In order to control the advance of the competences two additional multisource feedback inquiries are conducted. After 3-9 month (Feedback t2) the first inquiry takes place and the second after 9-15 month (Feedback t3). By comparing the results of t1 with t2 or t3 improvements can be recognized if the feedback results are increasing. Especially the external perceptions of the participant’s competencies are relevant, because the included competencies are primary focusing the social interaction (e.g. Leading and Delegating, Ability to deal with conflict). Particularly the subordinates in a hierarchical organized institution are capable to recognize differences in leadership related competencies. Therefore this feedback group is strongly included. The change of the feedback results should be a good criterion for the evaluation of coaching processes in leadership fields.

last modified Aug 19, 2015 02:18 PM

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