The Executive Coaching Process

Executive coaches use tools and methodologies such as 360-degree feedback or psychological assessments to guide the coaching relationship. As early as 2004 the Chartered Institute of Personnel Development in the UK reported that 64 percent of organizations surveyed use external coaches, 92 percent of the survey participants judged the coaching to be ‘effective’ or ‘very effective’, and 96 percent reported that coaching is an effective way to promote learning in organizations (Jarvis, 2004).

Coaching is used in corporate settings to improve employee, team and organizational performance in a number of ways, including but not limited to:

  • Helping to shorten the learning curve in a new organization, country or role

  • Succession planning and career planning

  • To improve job satisfaction, flexibility, interpersonal relationships, and leadership as well as management skills (Williams S, Offley N. Research and reality: Innovations in coaching. London: NHS Leadership Centre, 2005.)

  • Jones et al. (2014) further reported that executive coaching also has a greater impact on performance compared with other popular workplace development tools.

  • Jones et al. (2014) further reported that executive coaching also has a greater impact on performance compared with other popular workplace development tools.

Coaching is used in organizational settings to improve employee, team and organizational performance in a number of ways, including but not limited to: helping shorten the learning curve in a new organization, country or role, succession planning and career planning, to improve job satisfaction, flexibility, interpersonal relationships, and leadership and management skills (Williams S, Offley N. Research and reality: Innovations in coaching. London: NHS Leadership Centre, 2005.) Jones et al. (2014) further reported that executive coaching also has a greater impact on performance compared with other popular workplace development tools.

“Coaching is a popular and potent solution for ensuring top performance from an organization’s most critical talent,”
— writes David Petersen on
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Typical Executive Coaching Process Explained


Coaching Prep-Work

Ensure chemistry match between the Coach and Coachee. Identify broad coaching agenda, common understanding of coaching process,agreement of logistics, etc.

Organizational Inputs

A three-way meeting between Coach, Coachee and relevant stakeholder(s), to get additional inputs as well as the corporation's expectations from the engagement.

Profile Story

Understanding the coachee's history, distinct phases as well as challenges faced, successes, choices made, etc.

Data Gathering

360º Assessment to generate additional inputs, review and debrief of organization standard tools/reports..


Identification of 2-3 SMART goals by the coachee, chosen based on their need, aligning with organizational needs and data gathered


Working closely with the coachee to arrive at strategies and action plans that will be most effective in achieving these goals, with precise measures of success; progress review, course correction where required and action tracking

Assessment Closure

Identify and measure transformation achieved, a dipstick closure 360º survey explicitly focused on the coaching goals, closure meeting with stakeholder, HR review, assessment and feedback by coachee, coach and stakeholders


Executive Coaching Progress Tracker 

Cupela gives its clients access to an individualized portal, which ensures great results.
Hover on each of the boxes below to see details of the Portal

Documented action plans
Goal setting
Session notes, worksheets, and journaling
Communication channels
Automatic reminders
Detailed results tracking
Timely support
Shared repository of all coaching happenings
Increased follow through
Running record of results
Better and more rapid results
Know how coaching is progressing

Documented action plans

In minutes coach or client can set up an action plan for a complete week, leaving both with an unambiguous account of what's due and by when.

Goal setting

Quantitative goals spanning weeks or month are expressed as Metrics.

The visual representation of these goals and respective results is shared between coach and client, making progress (or lack thereof) evident.

Session notes, worksheets, and journaling

Capture the key take-aways from coaching sessions and share them online.

Worksheet assignments and journal entries are similarly shared.

Communication channels

Between in-system messaging, posting comments on specific happenings, text and email, communication between coach and client is made efficient, inviting, and always on-topic.

Automatic reminders

Delivered via text or email, reminders ensure clients stay aware of their intentions, and make it super easy to report back their progress.

Detailed results tracking

By regularly recording the progress over time trends emerge.

Regular reminders make it a cinch for clients to report simply by replying to email or text prompts.

Timely support

Rather than wait until the next session, coach can provide timely support to clients to get them unstuck.

Shared repository of all coaching happenings

It's all captured and organized, and ready to review by either coach or client whenever needed.

A rich body of documented coaching work which accumulates over time.

Increased follow through

Coaching either withers away as just a bunch of good ideas, or is acted upon for the sake of real results.

Follow through is vital to clients getting real value out of the coaching work they do.

Running record of results

It's satisfying to see where one has been and how far one has come.

Patterns reveal themselves, most importantly what's working and what's not.

Better and more rapid results

With strong & regular follow through, regular tracking of outcomes, and timely support from coach, client gets the results they seek.

Success is less of a meandering path, and more of a focused and supported pursuit.

Coach knows how the client is doing.

Coach can see what's done, what's not, how progress is unfolding. All without needing to wait for client to give a progress report.


Coaching helps not only aspiring leaders, but also well-established Executives to define their direction through
a series of powerful and purposeful conversations. It is important to define the chosen direction based on the leader’s
personal values and their true unrealized potential. Both values and potential are revealed further through the use of
powerful coaching tools as part of the process.


Executive Coaching

Executive Coaching as a means to help a corporations leaders to develop their full potential, improve their executive skills and abilities is a fairly recent occurrence. However, it has quickly become recognized as an important tool to empower high potential leaders as well as existing Executives, already in the C-Suite.
In the 1970’s one rarely talked about Coaching for Executives, although it is likely that the practice occurred in private, yet due to the lack of highly qualified coaches with questionable results.
In the 1990’s Executive Coaching started to receive more attention and was frequently used as a last resort correctional tool for Executives who had behavioral issues or those who over time developed personalities which threatened the dynamics or culture of an organization.

Only since the beginning of the twenty-first century, the full potential of Executive Coaching was recognized. That was the moment, Executive Coaching started being used as a developmental rather than a correctional tool. High-potential Employees, as well as Executives transitioning into new roles taking on additional responsibilities, or for those in need of exercising additional influence within the organization were given Executive Coaching with outstanding results mirrored in the corporations success. In our global, ever more rapidly changing business environment it is expected that Executive Coaching will be needed for many managers as they navigate their path to the C-Suite and for Executives already within the C-Suite for improved performance, job satisfaction and motivation.

A study by Stanford Leadership Development & Research and the Miles Group found that Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Advice – But Nearly All Want It.


Elements of a Successful Executive Coaching Relationship

The ultimate purpose of engaging an Executive Coach is to assist in improving the personal and professional growth of managers and executives. The coaching process will positively influence their leadership abilities, which in turn will have equally positive effects on subordinates.
It is important when entering into an Executive Coaching relationship that the manager or executive is prepared for the investment (both financially and emotionally) just as in any other venture.

Therefore, Managers and Executives should think of 4 important factors which will determine the success of the coaching:

  • The Executive Coach – make sure to retain the right coach

  • The Manager or Executive – must be ready and willing to undergo coaching

  • The Relationship – there should be a chemistry between coach and the person being coached

  • Organizational Support – access, time and coaching location must be made available


The Manager or Executive

It is important when entering into a coaching relationship that the Manager or Executive is committed to the process of being coached. He or She should “have a deep desire to learn” as stated in the Harvard Business Review Research Report, in order to be open to the feedback given by the assessment methodology.

Finally, the manager or executive being coached needs to be open to solve problems and conquer challenges in new ways. Engaging an Executive Coach is usually in preparation for the Executive’s transition to a more senior position within the Corporation, to successfully solve new challenges created by growth, or simply to be more effective and motivated in a current position. Whichever the reason may be, it is important that the client is open to considering a wide variety of perspectives.


The Executive Coach - selecting the right Coach

  • Selection - The Executive Coach should be selected based on his or her ability to identify an effective approach for coaching. A Harvard Business Report recommends that if a coach is unable to identify the methodology he or she will use, organizations should continue looking until they find a coach that can.

  • Methodology - The methodology could be through 360° feedback or psychological assessment or other reputable methods. However, the coach should be able to easily respond to this question.

  • Trustworthiness – for a successful outcome of the coaching process it is very important that the executive coach is trustworthy. The coach and the manager or executive will most likely share intimate aspects of the coachee’s employees professional and his/her personal life during coaching. By reputation and past record, it is imperative that the coach is known to keep the appropriate confidences.

  • Commitment - Equally important is the ability of the coach to demonstrate commitment to the employee person being coached. This will be reflected in the employee’s coachee’s enthusiasm and commitment to the coaching process.

  • Communication - The coach needs to communicate effectively with the coachee during the coaching process inspiring him/her to perform at their peak while overcoming barriers to their success.


The Relationship between the Coach & the person being coached

One of the main factors and a fundamental part of Cupela’s initial determination before accepting a coaching contract is to determine the compatibility of the coach and person to be coached. The success of Executive Coaching is based on the relationship that develops between the coach and the coached person during the coaching process.

Cupela’s coaching process begins with ensuring that the selected coach (either by the client or the client’s organization) is a good match with the manager or executive to be coached. Based on a Harvard Business Review Research Report it is very important to ensure that an open, honest, and authentic relationship develops between the coach and the coached person, allowing the coached person to successfully learn and reach his/her performance peak.


Organizational Support

It is important that the employer of the manager or executive supports the Executive Coaching experience and relationship.

In addition to financial support, companies may need to provide access to staff within the organization that can respond to the 360 degree assessment, which usually forms the basis of the coaching relationship. The culture of the organization should support the recommendations of the coach, thus allowing the manager or executive to prepare, learn, and reach his/her performance peak.