Objectives of the Executive Coaching Process

Identified by the Company and, once defined, must be communicated to the Employee, so that both agree on the scope of their realization. Having the collaboration, enthusiasm, and commitment of the Employee is key to achieving them. We particularly recommend determining in detail the objectives to be achieved, as well as their delimitation.

Topics to be addressed during the Coaching sessions

When attaining the objectives agreed upon between the Company and the Employee, the company may recommend and/or define that the topics to be dealt with in the Coaching sessions exclusively or as a priority fall within the objectives to be covered.

Initial Document of the Executive Coaching Process and Agreed Alliance

At the beginning, an agreed upon document will be drawn up between the Company and the Employee that will include the agreement and the mutual acceptance of the objectives to be achieved, as well as the status of the employee with respect to them. In this document and throughout the process, the active participation of the Employee’s direct boss is essential.

An alliance will be established between the Company and the Coach in which the main aspects of the relationship, the treatment and access to information, the content of the final report, the limitations of the topics to be discussed in the sessions, and any other aspect that is considered necessary will be included. Finally, an alliance between the Coach and the Employee will also be made, which will encompass the above aspects in addition to those that may be included in each case.

Types of Sessions

  • Strategic Session: The Employee’s current situation is given in detail with respect to the objectives to be achieved, his view with respect to them, as well as his level of commitment in achieving them.The alliance between the Coach and the Employee is defined, detailing, among other things, the confidentiality of what is discussed in the sessions and the definition of each one’s role. In this session, the first coaching session is also held.
  • Coaching Session: It will begin by reviewing the commitments acquired in the previous session.
  • Shadow Coaching: On-site coaching session with the Employee in his day-to-day work (face-to-face, telephone meetings, etc.), observing his behavior, which may be subject to review in subsequent sessions.
  • Follow-up Session: Scheduled on a bimonthly basis to help the Employee consolidate his new learning once the Coaching process has finished.
  • Interaction between Sessions: Contact the employee by telephone or through e-mail to give him support in the commitments acquired in the last session.

Location of the Sessions

  • Face-to-Face: Company Offices, Serviselect Offices, or any other location agreed upon between the parties.
  • Non-Face-to-Face: Skype (with or without webcam) or telephone.

Duration of Sessions

  • Strategic Session: Up to 2 hours.
  • Coaching Session: 1 hour.
  • Follow-up Session: 2 hours.
  • Shadow Coaching: Variable.
  • Interaction between Sessions: Variable.

Inter-session Interval

It will be agreed upon in each case. It is advisable to have a recess of at least 15 days between each session, but being amenable to the needs of the Employee.

Inter-session Commitments

To increase awareness of the aspects to be improved between each of the Executive Coaching sessions, the Employee must carry out the activities which he has agreed to do to improve. To do this, he can keep a record of commitments and progress.

Inter-session Follow-up Document

The Employee will prepare it at the end of the session detailing the following points:

Commitments acquired for the next Coaching session, changes in attitude, knowledge and new learning acquired with respect to what was discussed in the previous session.

Final Report of the Executive Coaching Process

The Coach will prepare a final report of each employee for the Human Resources Department or General Management of the Company, whatever the case may be. Among others, it will contain the degree of motivation of the Employee in the coaching sessions, the degree of preparation, the level of commitment acquired with respect to the proposed objectives, the degree of achievement, and any other aspect that has been agreed to in the Company-Coach alliance. Said report, prior to its delivery, will have the approval of the employee beforehand.


The results that the Employee achieves in attaining the objectives set will be his sole responsibility, since no one can replace him in his commitments and behavior.

The responsibility of the Coach is to teach the Employee and offer him the possibility of having a greater range of action both personally and professionally.

Coaching allows companies and their employees to “move” from where they are to where they would like to be and should be.