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Internal Coaching- A Tool for Organization

From an organizational standpoint, we had been using external coaches for a few years and in some cases had realized some value. However there were some problems with external coaching. These were:

  1. External coaches are expensive
  2. Finding a good coach is hard to access, and
  3. In many cases, external coaches did not understand the business.

There has been a substantial amount of discussion about the third point. Few external coach training organizations, and consulting companies that offer external coaches, have suggested that having specific institutional knowledge is not required. Keeping this in mind, a middle ground was required. 

What if we coach our own employees? 

Coaching employees both from an informal part of managerial accountabilities and formal providing internal professional coaching services capacity has been the basis of Internal Coaching. 

Internal Coaching- A Concept

From a corporate perspective, there has been a willingness to invest money in internal coaching. It promises to generate more revenue, develop a high potential candidate, or redirect someone they value as a contributor. And if we see from an individual perspective, we understand that a great many people are very focused on the tasks at hand. And more on getting the work done, being promoted to the next position or starting to shoot for the next external opportunity. 

The potential advantages to internal coaching in your organization include:

  • Cost savings — the company can save money by having internal coaches and developing key leaders to conduct coach training internally.
  • Convenience – It’s easier for employees to receive face to face in the moment coaching.
  • Professional Development — Managers and leaders have an opportunity to learn how to coach, share and model their learning
  • Building Your Corporate Culture – bringing coaching in-house demonstrates that your company values employee development.

Role of Internal Coaches

Internal coaches are employees within organizations who coach various levels of leaders. They may become an internal coach after having served as a manager or other type of leader, first. With internal coaches, there is less worry about scheduling problems, and there is less of a need to set hard starting and ending dates for the coaching relationship.

When companies have their own internal coaches, they can act quickly when the need for coaching is identified, and they don’t have to come up with the (often unbudgeted) funds that would be required for an external coach. But with internal coaches, you take what you get. If the internal coach and the coachee don’t have good rapport, the results can be disappointing.

Critical elements to consider when building an internal coaching practice

The same goes with setting internal coaching deeper into the corporation., Just like how there should be a plan for executive coaching at the top. They were among the most important factors in a wider corporate context:

1. Internal coaching should be described as a strategic approach.

 Internal coaching must be related to core market and talent recruitment priorities. Consider if there is a convincing business case to use cascading coaching to aid in the growth and support of young talent. Organizations face transition challenges as baby-boomers retire, needing a deep pool of executives capable of taking on broader positions. The question then becomes: Will a more comprehensive, in-depth coaching initiative have a positive effect on the company? Is making internal coaching a top priority for the company an additional workforce growth solution? In the end, if it doesn’t have a business impact, it’s actually not worth doing.

2. Gain executive support and assistance. 

Let’s face it: influence and position-power play a major role in shaping corporate receptivity to any programme, even internal coaching. It’s likely that the senior executives will be able to help you get the guidance and services you need to start an internal coaching practise. They will also benefit by openly recognising the importance of having participated in coaching and modelling the leadership habits that are essential to the community. All of this sends the message to the rest of the company that coaching is important.

3. When it comes to internal coaches, be selective.

A program’s credibility is established by the calibre, ability, and reputation of the first group of internal coaches. Choose your coaches with the same care and attention as you use to pick and vet the external executive coaches you employ. Consider formal and/or informal coaching expertise, a track record of strong business success, strong management skills, and the capacity and determination to take on this new role. Often, search for candidates who are genuinely enthusiastic about their own growth and see coaching as an integral part of their job.

4. Determine which of the internal coaches’ positions are the most important. 

Many choose to concentrate on the HR Business Partner demographic. While some choose to focus on Leadership & Development partners. Some even choose to focus on line-of-business managers. The selection depends on the talent approach of the organization. Regardless of the class selected, it’s vital to lay out internal coaches’ goals and duties, as well as how they’ll continue to grow, train, and apply their coaching skills.

Given how internal coaching has evolved, determining what it entails by coaching must be part of the company’s approach in order for it to be a fully successful programme. A company must have a strong vision on what it aims to do, encourage it, and monitor its success. If there isn’t that overarching administration, if there isn’t an organised strategy, it becomes even more difficult and chaotic, with effective coaches leading the way but little visible organisational benefit. 

Do you wish to know about how other coaching niches and the many roles that come with each industry? Read them all here about Executive Coach, Parent Coach, Corporate Coach and more. 

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