Our Leadership Coaching work is focused on supporting your growth as a leader at the University of Iowa. It’s about becoming more aware of your impact as a leader and intentionally choosing practices that are aligned with your goals. It asks that you are willing to reflect and make effort to tTo make the most of your session, please be ready to share your responses to the Preparation above at the start of the call.ry new approaches.
Leadership Coaching is not advising (visit Mentoring, or OD consultation), counseling (visit the Employee Assistance Program), or job coaching.
Working with a coach is not a replacement to performance management, and should supplement the between a leader and their supervisor.
Three conditions that must exist prior to referral for coaching:
- Client desires a change.
- Organization or unit will support activity (time and funding; coaching fees vary by provider).
- Desired changes are focused on leadership behaviors, not on technical skills specific to the participant’s area of work.
- Outside of OE programs with designed coaching, we provide brief leadership coaching and referral to a fee-based provider network for current UI and UI Health Care managers and leaders.
Organizational Effectiveness (OE) strives to clarify and uphold the following roles and confidentiality parameters. For questions, please contact us.
The Human Resource Representative
- Coordinates referrals for leadership coaching by working with OE and the participant's supervisor.
- Supports communication to ensure performance goals are clear and follow-up is planned.
- Processes payment for the leadership coaching agreement.
The Participant in Leadership Coaching
- Collectively with supervisor or administrator, defines, clarifies, and commits to specific action steps. The underlying question is “If you want things to be different, what are you willing to change?” This builds a vision of possibility.
- Makes all appointments/calls on time.
- Is responsible for agreed-upon goals and objectives, striving for achievement.
- Expects the coach to be honest and straightforward.
- Agrees to invite other people to provide feedback to the coach and allows the coach to observe them in their work area.
The Leadership Coach
- Asks questions to assess the level of the participant’s and supervisor’s/administrator's commitment to the action.
- Leads the goal-setting session with participant and supervisor/administrator, asking for a specific discussion related to goals and action steps.
- Supports the participant (employee) to change.
- Tracks the participant’s progress and shares periodic updates with supervisor/administrator.
- Respects the participant’s willingness to be truthful and keeps information within the bounds of the contract.
- Specific conversations are not shared unless safety of others or University policy concerns are in question.
- Themes, goals, and consultant impressions will be shared with supervisor/administrator at the goal-setting and closing meetings.
- Attendance and level of engagement in the coaching will be shared with supervisor or administrator as needed.
- Focuses the participant and the participant’s supervisor/administrator on commitments, and coaches both that it will take time to realize long-term change.
- Is often bold and forthright with feedback.
- Follows University of Iowa policies related to mandatory reporting for sexual harassment, violence, etc.
Participant’s Supervisor or Faculty Administrator in Leadership Coaching
- Defines, clarifies, and supports the action steps as defined with participant.
- Communicates with participant one-on-one regarding goals and how to support progress.
- Communicates with coach via email, phone, or in person, regarding goals and how to support progress.
- Views process as an enhancement to, and not the sole means of, current performance management. Will integrate closing recommendations into performance goals as appropriate to sustain performance.
- Will view the coaching experience as confidential unless (together with participating employee) determined otherwise.