How you choose to record and how you use these documents is entirely up to you, and perhaps the person in HR who is paying the bill. The examples given below are based on actual coaching I have done but have naturally been made anonymous.
My suggestion is to take a look at each example before reading the notes below.
Example One
Here is a document that was created at the end of the first formal coaching session.
- HR was actively involved in this coaching set-up.
- Each session lasted about 1.5 hours and was done face-to-face.
- If possible, I always try to fix all dates in the diary at the beginning. Of course, they always change.
Example Two
This is the first of two examples showing the final document once the coaching programme had completed.
- Notice the growing gaps between the sessions. This was a particularly hard client to pin down!
- In the commentary you’ll notice that quite a bit of each session was given over to more general discussions of the situations he was encountering. To be frank, he was already quite good at influencing and took on board the concepts very quickly. What he really needed was an independent sounding board.
- This document was cleared through the client before I sent it to HR. He was not in the least concerned about what it contained.
Example Three
Here is another final outcome, and probably one of my favourites because of the degree of specific targets and measurable results — not to mention the size of them!
- Note that all bar the last one were conducted remotely. At this final session when he happened to be in London, he commented with a wry smile, “Without wishing to upset you, having this session face to face was no more effective than our calls!” A very valid point, remote sessions work extremely well for this type of coaching.
- This is very representative of the clients who can benefit the most from influence coaching.
Template
Here is a word document you can use as a template if you wish:
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