People involved in the delivery of coaching may also become ambassadors of coaching in their sphere of influence. However, it is the high-level management of coaching initiatives that sets the overall frame and direction of coaching within an organization and provides the central basis for successful coaching.
Get a realistic idea of the nature and degree of your own coaching implementation and improvement intelligence. Here are some questions to help you answer in a frank and honest way:
What qualifies you to be a manager responsible for coaching in your company?
What experience do you already have in the field?
What relevant training/education have you undertaken?
What coaching bodies and associations do you belong to?
What relevant characteristics/signature talents do you bring into the organization?
What are your key strengths and weaknesses in terms of implementing and improving coaching?
What is the breadth and depth of your coaching capability?
On a scale of 1 to 10 (10= very high), what degree of coaching implementation and improvement intelligence do you have?
How committed are you to enhancing your coaching intelligence further?
Find optimal ways to fill your identified gaps
Use external guidance and support to develop your coaching capability to the needed level: receive mentor coaching on being an effective manager responsible for coaching in a firm.
Employ one or more suitable coaching experts to raise your company's internal coaching implementation and intelligence.
Consider full outsourcing: Have an external coaching manager appointed to the role of managing coaching in your company.
Pick and start with only those areas where you already have suitable coaching capability.
Whatever choices you make, keep ownership of the process as a whole and find a suitable mix of external and internal coaching capability for your specific purposes.
Source: Frank Bresser: The global business guide for the successful use of coaching in organizations