A PARTNERSHIP FOR DEVELOPMENT

WHAT IS COACHING?

Coaching is a partnership for development. Understory Coaching follows the coaching philosophy and competencies defined by the International Coach Federation (ICF), which views coaching as a creative process that inspires the client to maximize his or her personal and professional potential. Coaches honor the client as the expert in his or her life and work, and believe every client is resourceful and whole. A coaching relationship must be built on mutual trust which is based, in part, on the coach's adherence to the ICF's Code of Ethics. 

Coaching is not advice giving or consulting. The coach listens, asks questions, and offers observations intended to spark new insights by the client.

Coaching is a high-impact resource for development when the client enters the partnership voluntarily, and with openness to making changes in thoughts and actions. It can help support leaders experiencing performance gaps, desire to take already strong performance to the next level, transitions into new challenges, or other development opportunities.    
  1. 1
    Explore
    Introductions; discussion of context, key stakeholders, needs, and a broad coaching plan
  2. 2
    Commit
    Determination of fit between the client’s needs and Understory Coaching’s offerings; mutual agreement to the process
  3. 3
    Assess
    Formal and/or informal data collection to understand the client’s signature strengths and key development opportunities
  4. 4
    Target
    Translation of assessment results into clear, documented, and measurable coaching objectives
  5. 5
    Meet
    Regular coaching sessions that include discussion, introduction of tools and resources, and practice to support desired change
  6. 6
    Apply
    Between-session client experimentation with new behaviors, and reflection on outcomes
  7. 7
    Align
    Occasional check-ins with key stakeholders (e.g., manager, HR business partner) to ensure accountability and support for change efforts
  8. 8
    Close
    Wrap up of the engagement with an assessment of progress, reflection on the development process, and planning for continued self-development
"In my role, I have to do many speaking engagements, both internally to staff and externally to varying audiences. I used to use scripted speeches because I was nervous about not using quite the right words or missing key messages. Jodi encouraged me to document and use personal and other stories to illustrate key messages. In the last six months I've been speaking from the heart using those stories. It is going very well. The audience is more engaged and better appreciates the messages I try to communicate. I get very positive feedback, and it gets easier the more I do."
Jackie, Bank CEO