NHS North East Leadership Academy

Supporting your leadership journey...

Coaching Framework

Coaching interventions – outside usual line manager coaching conversations – are formal, generally on a one-to-one basis, short-term, focussed, and geared towards achieving specific goals. 

Process to establish a coaching relationship

  • Identify need for coaching.
  • Find suitable coach/coachee match via CoachNet and the Academy team.
  • Discuss need for coaching, agree coaching goals, and establish timeframes and review mechanisms with coach, individual and line manager.
  • Commence coaching intervention with coach and coachee.

Requirements and compliance of Academy coaches

The following guiding principles are agreed by the NHS North East Leadership Academy partner organisations:

  • Coaches who wish to register as an NHS North East Leadership Academy coach will seek prior agreement from their organisation.
  • Coaches will complete the NHS North East Leadership Academy registration documents.
  • Coaches will possess ILM 5 in coaching and mentoring or equivalent.
  • Coaches will access training, CPD and supervision including two CPD sessions per year and two Supervision sessions per year.
  • Coaches will carry out their role in line with the requirements of the NHS North East Leadership Academy coaching agreement.
  • Coaches will record all coaching interventions on CoachNet.
  • Coaches will adhere to the EMCC Code of Ethics.
  • Coaches will facilitate a three-way contracting meeting with the line manager/coach/coachee to set individual and organisational objectives prior to the commencement of a coaching relationship
  • Coaches will take part in NHS North East Leadership Academy evaluation studies.

Evaluation and success criteria

At the end of the coaching intervention the coach, coachee and line manager must complete the NHS North East Leadership Academy evaluation document. 

This is to determine the value of the coaching relationship and whether the intervention was effective. 

The Academy team compiles quarterly reports for partner organisations detailing the number of coaches active within their organisation, the number of staff accessing coaching interventions (both internal and external), the key themes/drivers for coaching, and an overview of the effectiveness ratings. 

No personally identifiable information is disclosed.

Coachee preparation and commitment 

For successful coaching the coachee needs to be motivated and committed to the process by preparing for each session with:

  • An idea of session objectives
  • A de-brief of completed tasks and action plans (or obstacles that prevented completion)

The coachee agrees to help the process with willingness to:

  • Be open-minded
  • Be persistent
  • Challenge self
  • Have self-belief
  • Set goals
  • Take action

Coach preparation and commitment 

The coach will be ready to work with coachee at the agreed time and be:

  • Congruent
  • Empathic
  • Focused
  • Non-judgmental
  • Open-minded

The Coach will assist the coachees’ development and provide support through:

  • Assertiveness
  • Constructive challenging and “nudging”
  • Effective listening
  • High quality questioning

Recognised coaching tools may be used throughout the process and incorporated into the coaching agreement.

Coaching and Mentoring.pngCoaching Benefits.pngCoaching Framework.pngCoaching Intervention.pngCoaching Roles.pngCoaching vs Mentoring.pngCoaching Resources.pngCoachNet.png