🚦 A coach’s commitment alone won’t drive success. 🏎️ Just like in F1, peak performance demands full engagement from every player – the individual, the coach and the organisation.
🏁 Clare Norman unpacks why coaching only delivers real results when everyone is ‘all-in’ – and what it takes to cross the finish line 🍾
Picture this: a Formula One driver sits in a multi-million dollar racing car, ready to push the limits of human performance. Behind the scenes, in the past, his performance coach has already made a crucial decision – he only works with drivers who are ‘all-in’. In F1, there’s no room for half measures. The driver must commit fully to both physical and mental preparation, not just what happens on race day. Even with the most invested coach, the car won’t drive itself faster.
No matter how qualified and experienced the coach, they cannot create transformation alone
While corporate coaching may seem worlds apart from the high-stakes environment of F1, this principle of total commitment holds equally true. As an executive coach, I’ve witnessed a recurring pattern: despite my complete dedication to each client’s success, organisational coaching initiatives often fall short when either the organisation or the individual isn’t fully committed to the process.
Understanding ‘all-in’ coaching
Being ‘all-in’ means different things for each party in the coaching relationship. Let’s examine what this commitment looks like from every angle.
The coach’s commitment
As coaches, we approach each engagement with the fundamental belief that our clients are creative, resourceful and whole (Whitworth et al., 1998). We commit to creating a space where leaders can discover who they are and their pathways to success. However, our commitment alone isn’t enough to drive transformation.
The individual’s commitment
True coaching success demands significant investment from the individual being coached. This means taking ownership of their development rather than expecting the coach to provide answers. Success requires active engagement within sessions and the work continues through deep reflection and forward motion between sessions.
The organisation’s critical role
This is where many coaching initiatives stumble. Organisational commitment extends far beyond simply funding the coaching. It requires clear alignment between coaching goals and business objectives, coupled with active support from the individual’s manager and team. The organisation must ensure protected time and space for the coaching work, while maintaining openness to the changes the individual might implement. Regular stakeholder communication and engagement prove essential for sustained success.
Setting up coaching for success: A framework for L&D professionals
If you are the coaching custodian in your organisation, your role is crucial in creating the conditions for success. Here’s what needs to be in place:
Strategic alignment
Before initiating any coaching engagement, several key elements must be clarified. The specific focus of the coaching should be well-defined, for example supporting a leadership transition, enhancing diversity and inclusion, or developing high-potential talent. The primary purpose needs to be established, whether business-driven, individual development, goal-specific or part of a leadership development programme. Expected outcomes and success metrics should be clearly articulated, along with timeline and resource commitments.
Stakeholder preparation
Success requires careful preparation of all parties involved. Coaches need thorough briefing on organisational context and expectations. Individuals must be properly prepared for the coaching journey ahead. Managers should be equipped to support the coaching process effectively. All key stakeholders need to align on goals and success measures to ensure unified support for the process.
Individual readiness
Before matching with a coach, several aspects of individual readiness must be confirmed. The potential coachee should thoroughly understand the coaching process and their role in it. They need demonstrable motivation to engage in self-directed learning, along with the capacity to commit to the process. Timing is also crucial.
Action steps for L&D professionals
Success in organisational coaching initiatives requires systematic attention to several key areas. Begin with a thorough needs analysis before initiating any coaching engagement. Establish clear agreements between all parties involved in the process. Regular monitoring of engagement and progress allows for timely course corrections. Address any alignment issues promptly as they arise. Finally, measuring and communicating impact effectively ensures continued organisational support and programme refinement.
Remember, just as a F1 driver needs more than a great coach to win races, organisational coaching success requires genuine commitment from all parties. No matter how qualified and experienced the coach, they cannot create transformation alone. When everyone is ‘all-in’, the potential for meaningful change and development is much greater.
Clare Norman is founder of Clare Norman Coaching Associates and author of ‘Cultivating Coachability’
