Leadership coaching often begins at a point where performance is good, but something is still getting in the way of consistent business outcomes. In my experience, this “something” is rarely about competence or intent. More often, it is about a few derailing behaviours-unexamined habits, blind spots, or ways of responding under pressure-that quietly limit a leader’s effectiveness.

The coaching journey typically starts with identifying two or three such behaviours that are impacting results. This is not done in isolation. The leaders sponsor-usually the immediate superior-plays an important role in clarifying expectations from the business perspective. This is complemented by inputs from psychometric assessments such as a 360-degree feedback or tools like the Hogan assessment. These assessments do not label the leader; instead, they offer valuable data points that help build self-awareness and create a shared language for development.

Before any formal coaching begins, a chemistry meeting is arranged between the coach and the coachee. This conversation is crucial. It allows both parties to understand each other, explore working styles, and assess whether there is a genuine fit. Coaching is a partnership, and trust cannot be assumed—it must be built. This meeting also helps set expectations around roles, boundaries, and the overall coaching process.

Once the chemistry is established, a tripartite meeting takes place involving the sponsor, the coach, and the coachee. This is where the goals for the engagement are agreed upon. These goals are specific, observable, and linked to business and leadership outcomes. After this meeting, one-to-one coaching sessions begin. What is discussed in these sessions remains confidential between the coach and the coachee. This confidentiality is essential, as it creates a safe space for honest reflection, experimentation, and growth.

After three or four coaching sessions, a midway review is usually scheduled. This involves the sponsor and the coachee, with the coach facilitating the conversation. The purpose is to check whether the engagement is moving in the right direction. At this stage, feedback often emerges from two sources: what the leader is noticing within themselves, and what the sponsor is beginning to observe in terms of behavioural shifts.

Following a few more sessions, the engagement moves towards closure. A final meeting with the sponsor, coach, and coachee focuses on the achievement of the agreed goals and the changes that have taken place. More importantly, it reflects on how the leader will sustain these shifts beyond the coaching engagement.

The tangible benefits of leadership coaching can be significant. I recall working with a high-potential leader who struggled with communication and delegation. Through focused coaching conversations on self-awareness and emotional intelligence, the leader began to communicate with greater clarity, trust their team more, and let go of micromanagement. Over time, team productivity improved, engagement scores rose, and the leader was entrusted with a larger role within the organisation.

A point to ponder

Leadership coaching does not aim to change who leaders are. It helps them become more of who they already are—at their best. When organisations invest in thoughtful, well-structured coaching, the impact is not just personal transformation, but meaningful and sustainable business results

Leadership Coaching Process at a Glance
Assessment and sponsor inputs → Coach–Coachee chemistry meeting → Goal alignment (tripartite meeting) → One-to-one coaching sessions → Midway review → Final closure and integration

By P Pradeep Kumar