How can you encourage accountability in your coachee?

In my experience, you do not manage expectations. Instead, you manage agreements. The simplest form of an agreement is: Who does what by when and how do we know it is done? At the beginning of a coaching relationship, co-create clear agreements on how you work together. For me, coaching is a 200% relationship: as the coach, I show up 100%, hold nothing back, and create a brave space; as the coachee, you are 100% responsible for your results. Structures and agreements help your coachee to follow through on commitments, communication, feedback, and follow-up supports their growth. When follow-through is lacking, that warrants a coaching conversation. Explore what is going on for the coachee that gets in their way.

As a Mentor we need to understand our mentee SKA S- skill K- Knowledge A- Attitude Once we know these then we can identify the training needs based on the job profile. From identified training needs the mentor to specify - purpose - expected knowledge & skill improvement - expected reflection on Job - Post Training, its actual benifit & implementation review.

Lead by Example - Model accountability in your own behavior as a coach. Demonstrate integrity, follow through on commitments, and take ownership of your actions and decisions. Your example will inspire your coachee to do the same.

I believe in initial coaching sessions, the expectations of coach and coachee need to be discussed, understood and agreed upon. A coach is a mentor providing expertise and counsel, a listener, an idea exchanger but the coachee really owns “doing the work” and the deliverables for their success.

A coach’s role is to ‘give the work back’. The coaching journey from: increasing awareness to building acceptance to creating ownership and finally, authorship! It’s not our pen to pick up!

Accountability is the key element in the coaching and mentoring process. As a coach we become accountable for the actions and results of our coachee. Setting up clear goals can be one way of being accountable. These goals can be in accordance to the objectives and line of action of the coachee. Co-creating goals will increase the ownership of the coachee and the coachee will work towards achieving these goals.

For me, accountability requires alignment, autonomy and transparency. People being coached need to agree what the outcome(s) are, understand how progress can be communicated and given the freedom to achieve the agreed outcomes.

In my experience it is about empowering the coachee to take ownership for their own actions. And most important is to celebrate successes, doesn’t matter how small.

Las metas SMART me parece una herramienta interesante pero no es el eje de las metas, en mi opinión es solamente un filtro para saber si la meta está bien formulada o no. Las metas, al final, son importantes porque dan dirección, pero no dicen que hacer para llegar ahí.

Co-create SMART goals collaboratively by ensuring they are Specific, Measurable, Achievable, Relevant, and Time-bound. Engage stakeholders, clarify objectives, define clear metrics, establish realistic timelines, and regularly evaluate progress to drive effective goal achievement.

Once the goals are set, the next step is regular monitoring & tracking the progress. Tracking is the status of various objectives set during goal setting. Tracking & reviewing the objectives help to understand & identify challenges & various ways to overcome them. Which tracking & review, celebrate small / small milestone, to keep mentee enthusiastic & motovation. Keeping motivated mentees help him to achieve the goals faster

according to Zippia, those who write down their goals are 42% more likely to achieve them. What's important here is to know What to track, Why should we track it, and How to track it. As a business coach, I always encourage my clients to track all their numbers. For example, if your goal is to increase sales, start by tracking where you are on the number of clients, and specific details about those clients, including the average transaction value from those clients. how many other clients they have been referring to you and when and why they did that. by knowing this info, now you can optimize and maximize your revenue for your business.

Successfully implementing the solution from the coaching session most of the time means to change daily routines. Since this is exactly the result of the coaching session, there is no need for following up. If a coaching session needs a follow-up, then the outcome has not been impactful enough and the coach needs to question the coaching approach.

Continuous monitoring and tracking process will help us to assess the effectiveness of the coaching sessions and to understand where we stand, and what are the necessary action, changes , improvements needed to keep in alignment with the coaching outcome. This helps in assessing both the coachee's progress and effectiveness of the coaching.

It is critical to schedule regular check-ins to review the progress of the task/ project, discuss challenges and provide constructive feedback. Focus on areas for improvement and encourage the coachee to reflect on their actions and take responsibility for their performance. Remember that the coachee is there to learn from you. In otherg words, aim to empower the coachee to take ownwrship of their responsibilities and drive results through constructive feedback sessions.

Another example of a powerful question is to ask What’s holding you back?’ And, surprisingly the answer from coachee is usually ‘nothing’.

Posing impactful questions stands as a fundamental aspect of successful coaching. Employing open-ended questioning and active listening are essential for a coach to grasp the coachee's situation fully. By reflecting on their own inner wisdom, a coach is able to illicit the knowledge and experience that a coachee already has within them. In our roles as coaches, our primary function is to guide. The coachee possesses a deeper understanding of their own circumstances than we ever could. Our responsibility lies in translating their insights into actionable steps for progress and growth.

One thing that helps me as a coach is to ask myself if the question I'm going to ask is just about satisfying my own curiosity or if it actually serves the other person and is what they need to hear.

Other powerful questions: What has worked in the past when facing similar situations? What can you do to track progress? Who can be your ally in your pursue of your goal?

A few other great questions to consider; "What are your thoughts on how things are going so far?" "Can you describe a recent situation where you felt challenged?"

Coaches aren’t there to hold Coachees accountable. We’re there to enable the Coachees to hold themselves accountable, to celebrate their own successes and reflections / learning. Our intention needs to be Adult to Adult, not Parent to Child.

1. Remind them of their commitments. Sometimes a simple reminder goals a long way. Remind them of their WHY behind their goal. 2. Challenge them to explain any gaps or delays, this way you can identify underlying issues and work towards finding solutions. 3. Help them find ways to overcome obstacles through collaborative brainstorming strategy sessions. 4.Acknowledge their efforts. Recognize and appreciate the hard work and dedication. Positive reinforcement can boost motivation and confidence, reinforcing positive behaviors. 5. Celebrate their successes and acknowledge milestones achieved along the way.

Empower the coachee to take ownership of their goals and actions. Encourage them to identify solutions to challenges independently and make decisions that align with their objectives.

What success looks like and how targets can be met is a joint agreement between the coach and the coachee. One of the key roles of the coach is to consistently hold the targets in front of the coachee and continue to encourage and guide the coachee towards it. This can be achieved through continuous conversations between coach and coachee on the progress and steering the coachee towards the jointly agreed goals.

I agree with the view that the coach’s role is to ‘give the work back’. The relationship between coach and coachee needs to be built on this understanding. To embed this, the coachee should develop clear coaching goals that they will commit to, and the coaching sessions should finish with a wrap up on what the coachee feels are the take-aways from the session, and what they will work on as a result. Journaling is an excellent practice to work on alongside coaching, as a way of developing and exploring goals, and developing self-compassion.

I always start my discovery session with expecation setting - what they can expect from me and what I expect from them. I take permission to call out when they get slack. The next is to Understand the Why of the Goals... This is a crucial step, if they are unable to articulate why they want to achieve the goal, its a given that the client would not be 100% committed to it. At the end of every session there are actions that the clients take away. I always start the next session asking them about the action. If they havent then we explore the reason behind the same and what are the blockers. Giving the clients and insight into their own thoughts, values and belief system is profound. As the self awareness grows the need to take action grows

Encouraging the accountability of the coachee depends mainly on the coachee desire to change or find a solution for the issue that s/he has. There are many coaching tactics that may increase the accountablity of the coachee such as: 1- Visualize the success (the future state). 2- Work on the present state, and how can we move forward to the future state. 3- The lessons learned from the past. The combination of the three mentioned above statements will create the accountability of the coachee, still the coachee should have the real desire for the positive change.

People often seek coaching to expand their horizons about what is possible for them as a leader. An expanded vision can be a powerful motivation for change. Supporting someone to experience a new version of themself is critical so that they can show up in the places where they are held accountable (e.g., company, community, organization) as the best version of themselves.

The definition of coaching is "Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential." Inspiration is a key part of that. In order to hold a coachee accountable you need to start at the beginning with expectation and goal setting process, and then have them check in on progress to their plan. The coachee will hold up their end of the bargain when they trust that their coach hold's their best interests in mind and that they "owe" you their best in fulfilling the bargain. In other words, in many ways it's their fear of letting you both down that keeps things on track.

One very important strategy that should be taken into consideration when encouraging accountability in your coachee is to acknowledge and celebrate successes and milestones achieved by the coachee, reinforcing the value of accountability and motivating them to continue their efforts. Also, the coach should lead by example. In other words, they should demonstrate accountability in their own actions and decisions, serving as a role model for the coachee and reinforcing the importance of accountability throughout the organization.