Culture
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By Sarah McVanel and Christine Burych

 

The benefits and considerations of hiring an external coach versus using internal coaching capabilities

Successful companies have learned that to sustain and grow in today’s competitive marketplace, they must leverage their most valuable resource: their people. Coaching is one of many ways to do this. To be clear on what coaching is and isn’t, the International Coaching Federation (ICF) states that coaching is “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” The focus is not on advice giving or “fixing” the individual (among the ways coaching differs from related fields like training, mentoring, consulting and counselling), but a key vehicle for drawing out the client’s wisdom and resources from within.

 

Organizations leverage coaches for a variety of reasons, such as to help new leaders successfully and expeditiously transition into a new role; prepare high potential employees for more senior positions; and support existing leaders through transition points and change. Too often, coaches are sought after as a way to fix performance issues. Some advice for the leader is to manage the performance of the employee with support from a coach or HR advisor, and use the support of a coach for developmental, not punitive, purposes.

 

Now, the decision is whether to use internal coaching resources, hire external support or a combination of both. There are benefits and potential drawbacks to both internal and external coaches, but the best choice for a particular employee will depend on the requirements of the organization as well as the individual.

 

Internal coaches
There are many benefits of having internal coaches within organizations, whether it is part of an existing role(s) or a full-time position.

 

Getting started – Pairing coaching with other responsibilities allows organizations to start small in their coaching journey, testing the waters of what works and growing awareness about the virtues of coaching.

 

Credibility – Awareness of organizational culture positions a coach as a knowledgeable and trusted resource; this is particularly helpful for supporting new leaders transition into the organization.

 

Accessibility – A larger pool of people at various levels of the organization may have the opportunity to tap into coaching resources, exposing more people to the benefits of coaching earlier in their career.

 

Sustainability – Brief, focused coaching can be woven into core programs, such as leadership development curriculum, to reinforce key concepts and facilitate authentic learning transfer.

 

Context – Seeing the client operate in his or her natural environment can allow specific workplace examples to be fluidly explored in coaching.

 

Affordability – The only investment in coaching may be salary, benefits and possibly training (which could be further reduced when paired with existing roles and responsibilities).

 

Availability – Clients can self refer or HR professionals can refer individuals as soon as high potentials are identified or, on the flip side, hard-to-address issues surface (e.g., disruptive behaviour).

 

External coaches
There are many benefits of an external coach as well. These include:

 

Unbiased – Removed from a client’s environment, the coach offers a “ blank slate” from which to support the client.

 

Clarity – With dedicated coaching time, it can be easier to see trends and give credible, high-level feedback about patterns emerging across a broad brushstroke of conversations.

 

Proficiency – Being exposed to a variety of perspectives and practices from a broad range of clients and industries, with significantly more hours spent perfecting their craft, external coaches move seamlessly to meet clients where they are at and match to a variety of styles.

 

Efficacy – Often the preferred choices for senior leaders or those who struggle to trust members within the organization, trust is built and sustained more quickly.

 

Confidentiality – If leaders are referred to a coach due to performance issues, they are often more amenable to working with an external coach as it “saves face” and reinforces neutrality and confidentiality.

 

Deliverables – Goals and deliverables are consistently negotiated from the start, supported by clear roles and responsibilities.

 

Potential drawbacks
There are some drawbacks and considerations that should also be understood before implementing an internal or external coach.

 

For internal coaches:

 

Healthy boundaries – Any coach has to have strong boundaries with confidentiality, which may be a greater challenge for internal coaches if pressured to disclose information to their direct supervisor or someone else in a position of authority (or their clients may worry that they will). If not careful, internal coaches’ view of peers may shift from what they hear in coaching.

 

Workload – It can be difficult to balance coaching with other duties, or to have consistent availability for clients due to fluctuating work demands. The same can be true for the emotional energy required to “shift gears” after an intense coaching session.

 

For external coaches:

 

Financial costs – Limited budgets may impact the availability and duration of coaching for those who may most benefit from it. It may take longer to understand the nuances about the organization that are important to the client and how this impacts their role.

 

Bidding for work – Public sector organizations may be required to solicit coaching services through a Request for Proposals process, often reducing the pool of those who bid for the work, sometimes impacting the end cost.

 

Sourcing – Not knowing where or what to look for in an external coach might make it difficult to find the “right fit” for an organization and individual clients. Tip: Referrals from trusted colleagues or going to the ICF website for a certified (local) coach are great ways to start.

 

Having coaching resources available – whether they are internal, external or both – sends a strong message about the value of people in the organization and can help to attract top talent in a competitive job market. New leaders who receive coaching have a shortened transition time, and all clients experience increased confidence in bringing forward their ideas, working through barriers impeding their success in their roles and sharpening their focus.

 

Sarah McVanel, MSc, CHRL, PCC, CSODP is founder of Greatness Magnified. Christine Burych, MHRM, CPC is president of StarlingBrook Leadership Consulting.

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