When I first started working with coaching clients funded via their employers, I usually asked the employer to have a very light touch involvement. But increasingly I’m realising the importance and benefit of sometimes inviting the line-manager to be part of the conversations, with clear boundaries. I’ve been writing some guidance for employers and coachees about the options for employer-funded coaching. I’m sharing this below in case it’s useful but also I’d love to hear any other thoughts about ways to involve line-managers or your feedback about things that could be clearer or that are missing from this guidance:

Coaching is a relationship that enables learning, reflection and change. It’s a self-directed process, with the coachee responsible for defining their own version of success and identifying how best they can approach achieving this, with support from a coach.

Practically speaking, coaching takes the form of a series of confidential 1-2-1 conversations. The overall change desired is broken down into a smaller goals, tackled one at a time. Typically individual sessions last 60 mins during which the coachee identifies actions that are then tested between sessions and reviewed in follow-up sessions. The coach’s role is to create a safe and brave space for the coachee to do their best thinking, helping them find fresh insights and options through a combination of support and challenge.  For example, helping the coachee notice their assumptions and any self-limiting beliefs that might be clouding their thinking.

Coaching is about enabling the coachee to find their own best solutions from within, rather than advising or guiding the coachee, and is a great way to build confidence and commitment by tapping into the core values and strengths of the individual.

How is employer-funded coaching different?

Employer-funded coaching involves three parties: a coachee, a client organisation and a coach. 

Unlike regular coaching where the coachee and coach have a 1-2-1 relationship, employer-funded coaching recognises the interests of the client and a three-way contract is agreed. This covers any specific goals or areas the client wishes to see covered via coaching and clarified how the client will be kept informed of the outcomes of the work. 

How can we contract well with three parties involved?

Given confidentiality and clear boundaries are important for enabling trust in coaching it is critical that all parties are clear about and comfortable with the arrangements.

If coaching was proposed to the coachee there may be concerns as to the employer’s intention or perception of their performance that could undermine effective coaching. Reassurance about confidentiality and the principles of coaching can help, although it’s often useful for facilitate a short 3-way conversation in the first session to clarify the context and any expectations or concerns. Typically, I speak with both client and coachee individually then both parties together.

An employer has a duty to ensure their resources are well spent so can reasonably expect to evaluate coaching and will require a level of accountability. It’s important that the coach understands in advance what information might be asked of them so that we can seek permission from the coachee and set appropriate boundaries.

And given a client often has a long-term interest in, and responsibility for, the support and development of the coachee it can be really beneficial to involve the line-manager in shaping and reviewing the coaching. Not all coachees will be comfortable with this involvement, or feel it is necessary, so the question of how best to involve the client needs to be explored as part of the contracting process.

What are the models for employer-funded coaching?

There are a two main models for working with client and coachee – these are described below:

Light touch

There are no limits on what the coaching can be used for. The client might suggest to the coachee how coaching might be used, but ultimately leaves it to them to decide.  

Employer feedback and reporting is limited to the number of sessions delivered. In some cases, usually leadership programmes, some basic evaluation information might be requested – this is agreed in advance with coach and coachee.

The line-manger can invite the coachee to share what they are gaining from coaching and offer support, but recognises it is a confidential process. 

The coachee is encouraged, where they feel comfortable, to share what they are focussing on and learning via coaching with their line-manager, but this is voluntary.

Partnership model

The client has specific expectations from the coaching. These are communicated directly to the coachee prior to coaching, and/or explored with the coach and coachee together as part of the introductory session. The coach can help ensure these requirements have been clearly articulated so the coachee is clear what is expected. The coach will also negotiate – at the outset – how best progress is reported to the line-manager, with the preference being for this to happen directly and outside of coaching sessions if the coachee feels comfortable doing this. Alternately, the coach can facilitate reporting back to the line-

manager as part of a session, usually at the end of a series of sessions. Involvement of the line-manager aims to offer additional support to the coachee in their development either via the provision of feedback on areas of development or via mentoring and guidance outwith and beyond the coaching series.

Tips for coachees

• It is your line-manager’s role to support your development. They may have useful feedback about your performance of development that could be useful to you. Equally they might be able to offer support during or after the coaching. You might find it helpful to talk to them about your coaching as part of your regular supervisions or catch up meetings.

• Formally involving line-managers in the first and final sessions can be really helpful – but it is always your choice whether this feels comfortable or useful and it is fine to say ‘no thanks’.

• If there is anything you are unclear about in terms of how the coaching. can be used or what will be shared with your employer please ask.

• If there is anything you are worried about in terms of confidentiality, context or scope for our work together please let your coach know at any time in the process.

Tips for line-managers

• If there is something you want the coachee to improve or focus on then you will need to let them know this directly and clearly – the coach won’t act as go-between as this could lead to misunderstandings and erode trust. 

• We can however help you carefully frame any feedback you want the coachee to have so it is clear and useful. 

• Remember that coaching is based on trust and clear boundaries. It’s understandable to want to know what is being discussed and to support the coachee, but important to respect those boundaries and invite the coachee to share only if they wish and when they are ready. 

• As part of the final session the coachee will be encouraged to identify what has been most useful, what they have learned and what support they might need going forwards. Whether or not you’ve been formally invited to the final session it can be helpful to ask the coachee if there’s any further support they need or you could offer after that session.