Coaching can be valuable, but finding the right coach for you or your organization is critical. I help individuals and organizations clarify what needs to change, whether coaching can help, and what kind of support is most likely to work.
Why coaching
Coaching is a structured and collaborative process that helps people work toward defined goals, build competencies and greater internal awareness, and apply new behaviors in real situations. It can be valuable for individual growth and professional development.
Organizations should incorporate internal coaching programs into a broader talent development and retention strategy, alongside traditional learning and development programs.
Coaching needs assessment
The assessment clarifies three things. The answers differ for each individual or organization engaging in coaching and help to guide finding the right match.
A focused conversation clarifies what you want to change, what may be contributing to feeling stuck, and whether one-to-one coaching is right for you. If it is, the assessment can also help you identify what you need from a coach and what to ask when choosing one.
A structured assessment identifies who needs support, what type of coaching is appropriate, and the conditions required to deliver it responsibly and effectively.
If an internal program is the right fit, the assessment can inform its design by defining coach roles and evaluating candidates to preparation, supervision, and evaluation.
It also considers how coaching can work alongside your existing performance management, learning and development, and succession planning programs, so recommendations reflect the broader talent system rather than treating coaching in isolation.
If an external coaching program is a better fit, the assessment can identify suitable coaching platforms, facilitate connections with vetted coaches, and help estimate budgets and processes for employee coaching reimbursement.
Define the experience, approach, and boundaries the work calls for. A structured conversation can help you assess how a prospective coach listens, collaborates on goals, explains their process, and handles confidentiality and feedback.
Set criteria for the coaching role, then evaluate candidates against relevant skills, judgment, and readiness—not just seniority or subject-matter expertise. Selection can be paired with a plan for training, supervision, and ongoing support.
The research supports the importance of working alliance; it does not establish a formula for personality matching. Any interview guide or selection rubric should be tailored to the coaching goals, role, and context.
Internal coaching programs
When an organization needs an internal coaching capability, I help shape the program to its goals, people, and operating context—not start with a one-size-fits-all model.
Clarify the organizational goals, target population, current supports, and evidence of the capability or performance gap before choosing an intervention.
Determine who coaching is for, what kind of coaching is needed, and when internal coaches, external coaches, managers, or another intervention are the best fit.
Define role-specific selection criteria, interview questions, and the preparation, training, and certification requirements appropriate to the program and the coaches' responsibilities.
Establish supervision, consultation, ethical guidance, and quality practices so coaches can work responsibly and consistently.
Set measures for implementation and outcomes, then use evidence and participant feedback to refine the program over time.
Possible outputs
The scope depends on the question and the evidence available. An assessment may result in a recommendation not to use coaching, a defined individual coaching engagement, or a roadmap for an internal program. Where useful, that roadmap can include a practical interview guide for external coaches or a selection framework for internal coach candidates.
Start with the need you are trying to address. I can work out whether coaching—or another approach—is the best next step.