Whilst no two assignments are the same and whilst our coaches provide tailored coaching to meet unique needs, ridler & co has over time developed the following structured approach which has been proven to be a successful foundation for most coaching scenarios.

1. Understanding the needs of the coachee and organisation
  • crucially, how will coaching add value to the individual and his/her employer?

2. Matching coachee and coach
  • a coachee may wish to meet with and choose from more than one coach

3. Agreeing the coaching contract (between coach and coachee)
  • coaching objectives
  • how the coach and coachee work together, including confidentiality and how the organisation will be involved in the coaching
  • coaching evaluation criteria

4. Assessment - the following instruments are often a useful way to address coaching needs and are typically handled by the coach.
  • psychometrics
  • 360 feedback

5. Three way meeting between coach, coachee and coaching sponsor (coachee's line manager / HR manager)
  • we encourage early input from the organisation, especially into the coaching objectives

6. Coaching
  • at any point over the period of coaching, the coachee or coaching sponsor can call a three-way meeting
  • the ridler & co relationship manager keeps the organisation informed regarding where the coaching has got to
  • the coach will often suggest an interim / "half way" review of how the coaching is going

7. Ending
  • often a second three-way meeting, to get all parties' viewpoints
  • a structured evaluation form filled in by coachee, with the emphasis on the achievement of coaching objectives
  • if there are several coachees, feedback on organisational themes can be offered to the organisation.