Key Assumptions
 The goal of Teleos coaching is to enhance a leader's capability to create value for the
 organization.
Coaching begins and ends with an independent leader, without creating any dependence on the
coach.
Coaching builds on the leader's purpose, both organizational and personal.
- purpose includes value creation, personal principles, and individual interests
Effective coaching requires assessment of the leader's style.
- his or her unique pattern of strengths and limits - and its impact on others
- leaders rarely get accurate feedback
- insight enables the leader to build on strengths and compensate for limits
Coaching involves both broadening the leader's perspective and building new skills.
- sustainable change requires surfacing and addressing personal barriers to change
- coaches help leaders learn critical skills, tailored to their individual style
A successful project must change both the leader's behavior and others' perceptions about the
behavior and its impact.
- stakeholders must be involved at all phases, especially contracting and assessment
Impact is measured by visible and sustainable change in selected behaviors, as well as a
related change in organization performance.
Approach
Contract for desired outcomes
Define development goals for the process, using input from client and his/her boss.
- meeting between coach and client to identify client's interests
- meeting between coach and boss to identify boss's interests
Conduct on-going coaching conversations
Guide behavior change, support implementation of client's action plans, assess impact, and adapt change strategies.
- direct observation
- facilitation of meetings
- customized skill training
- coaching conversations to prepare and debrief actions
Assess current behavior and impact
Describe how client and others perceive the client's behavior, its impact on others, and its effect on organization performance.
- coach interviews client and selected colleagues
- client completes several instruments and a background information form
Jointly interpret assessment results
Understand the results of the personal assessment.
- a one-day feedback meeting, preferably away from the workplace
Jointly create a personal development plan
Select specific behaviors to change and then identify desired changes and potential measures. Selection is guided by the client's coaching interests, the boss's interests, and the feedback.
- a half-day consolidation and planning meeting
Conduct feedback meetings
Involve key colleagues in client's development effort. This step provides feedback about the client's change effort and enables others to see the results of development.
- several very brief meetings to review summary feedback and development plans with
boss and selected colleagues
Conduct a mid-course review meeting
Test progress against goals and redirect coaching action, if necessary.
- meeting between coach and client to assess progress
- meeting between coach, client, and boss to assess progress
Conduct a final assessment meeting
Evaluate the completed coaching process. A second purpose is to identify subsequent development goals to share with client's boss.
- meeting between coach and client to assess project
- meeting between coach, client, and boss to assess project and identify
subsequent development goals
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