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A real coaching engagement

What Coaching Looks Like

The best way to explain what coaching involves is to show it. Here's a real coaching engagement of mine, from first conversation to final review.

The Programme

A typical executive coaching engagement runs over six months, in six structured stages. Here's how that played out for Sean, a senior software developer starting a demanding new role at a leading financial exchange.

Note: Sean has given permission for his story to be shared here. Coaching is confidential — I only share client experiences with explicit consent.

Diagram of the six-stage coaching programme: Chemistry, Contracting, Sessions 1-3, Mid-Term Review, Sessions 4-6, End-Term Review
  1. 1

    Discovery - Chemistry

    A short, no-cost conversation to introduce the coach, set expectations, and confirm the client is happy to proceed.

    In this case: Sean, about to start a new job as a senior developer at a leading financial exchange, with a six-month probation period ahead.
  2. 2

    Contracting

    A formal agreement between coach and client, setting out what's expected of each party.

    Goals were set around passing probation, and building capability in new programming languages and techniques required for the role.
  3. 3

    Sessions 1–3

    Three sessions, usually one per month, each one hour, focused on the client's goals.

    Early sessions surfaced the real priority hiding among a long list of learning goals — passing probation. Everything else became secondary until that baseline was secured.
  4. 4

    Mid-Term Review

    Coach, client, and any key stakeholders review progress made and refine goals going forward.

    Probation was passed in three months, not six. With the original goal achieved early, Sean reset his focus for the second half of the programme.
  5. 5

    Sessions 4–6

    Three further monthly sessions, continuing the work.

    Focus shifted from survival to growth: taking on more responsibility, and a self-initiated team culture project that won recognition from senior leadership.
  6. 6

    End-Term Review

    A final review of progress with coach, client, and any key stakeholders.

    Sean moved from newest team member to a trusted contributor with expanded scope. The exchange went on to create a dedicated Rapid Application Development team around the capability he'd built — a shift he credits directly to the structure and accountability the coaching provided.

Inside a Session

Each session follows the TGROW framework — the client leads, I provide the structure. Here's how Sean's very first session actually ran:

GROW model wheel diagram: Goal, Reality, Options, Wrap-Up
  1. 1

    Topic

    The client brings a prepared topic for the conversation.

    "Talking through my overarching goals and how I might achieve them."
  2. 2

    Goal

    The client defines the desired outcome for the session.

    Reflect on those goals and how they might realistically be achieved.
  3. 3

    Reality

    The client describes the current situation.

    Starting the new role within days. Several learning goals already lined up — an online course, some background videos, reference material for a newer language version — alongside the pressure of a new job.
  4. 4

    Options

    The client works through possible next actions and any obstacles.

    Rather than tackling every goal at once, the coach's questioning — "If you could only succeed at one of these, which matters most?" — helped Sean see that one goal outweighed the rest: passing probation. Everything else became secondary until that was secured.
  5. 5

    Wrap-Up

    The client summarises the conversation and next actions, confirmed by email to the coach.

    Sean left with a clear priority order, and reprioritised his remaining goals once the new job gave him more information about what was actually required.

About coaching

What Coaching Is — and Isn't

Coaching is a partnership: the coach acts as a sounding board and awareness-raiser in a thought-provoking process that helps the client maximise their own potential. It's distinct from two things it's often confused with:

Mentoring

Sharing of experience and knowledge in a specific area of expertise.

Counselling

Often addresses past issues that are preventing progress, and can involve mental health conditions. Provided by a qualified therapist, not a coach.

Professional standards

Code of Ethics

As an EMCC member, Neil commits to the Global Code of Ethics, ensuring a professional, transparent, and accountable coaching relationship.

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