The Coaching Agreement
This confidential partnership focuses on leadership development and learning that leads to increased individual and organizational results.
Accelerate the growth and impact on your goals and expected outcomes as well as measures of progress and overall success with coaching.
Get formal feedback to assess your overall leadership, both where are the blind spots and opportunities for strengthening oneself as a leader.
Whether you are in a new or interim appointment, working with a coach can accelerate integration and success for both you and those around you.
From time to time, you may wish to have an objective, unbiased thought partner to discuss or work through specific and often difficult situations.
Use a structured agenda facilitated by your coach to leverage the skills and insights of your peers to approach challenges and develop new skills.
Leadership and Executive Coaching
A confidential partnership between coach and client based on mutual trust, honesty and commitment. The coaching process focuses on leadership development and learning that leads to increased individual and organizational results and supports sustainable effectiveness.
Coaching is about change. The client’s role is to create the time and energy to participate fully in the process, which includes making time for coaching sessions, engaging in self-reflection and accountability for attending sessions, completing follow up reflection, exploration and actions.
The coach’s role is to listen, challenge, and support you to gain perspective, clarity, and develop strategies for overcoming barriers, navigating change, engaging others and increasing your impact as a leader.
Coaching is not therapy or counseling. For those situations where therapy or counseling may be needed, the coach will provide information on other services available through the University of Arizona Human Resources such as Life & Work Connections.
The coaching engagement may also include an organizational sponsor (e.g. manager, supervisor or organizational representative) who has introduced coaching and supports the client’s development. The client, sponsor and coach meet as a team within the initial month of coaching to review the coaching focus and ensure goal alignment. A mid-point for check-in to assess progress and a closeout meeting to capture results are also encouraged. The coach is available to augment the client’s communications about coaching progress with the sponsor. However, given the confidential nature of a coaching relationship, the coach will not initiate or be an intermediary for communications about the coaching.
Scope and Expectations
The Coach and Client will determine the work plan – number and length of sessions, and the goals and expected outcomes of this engagement. Both coach and client are committed to be on time and engaged in the coaching process. While unexpected matters requiring a session change or cancellation on occasion, we request at least a 24-hour notice when possible, so the time may be used for others who are waiting to schedule.
The coach agrees to keep all information shared during coaching sessions confidential, unless required to share information by law or University policy, such as when there is danger to self or others, or a potential violation of the University’s Nondiscrimination and Anti-Harassment Policy.
Types of Coaching Engagements
Coaching is about change and accelerating growth and impact. To get the most out of any coaching engagement, you will need to put work into it. There is no one formula for success. Your coach will work with you to determine the best fit for you with frequency, number and length of sessions. We will also work together on your goals and expected outcomes as well as measures of progress and overall success. (See Coaching Agreement for more information) If you are unsure of what coaching is or how it all works, please contact us and we are happy to explore how coaching might support you.
Leaders will often want to get formal feedback to assess their overall leadership – what’s working well, what might not be working as well, and where are the blind spots and opportunities for strengthening oneself as a leader. Feedback can always be beneficial, especially if you are new to your role, have never had formal feedback, or are midway through to your five- year review. You may wish to do an online 360- degree feedback against the University competencies, an interview based process, a short survey of items important to you or your team or some of combination of methods. Whatever the methodology, you’ll get a better understanding of the impact of your leadership on others and we’ll work with you to develop a plan of action to enhance your leadership effectiveness.
Whether you are interim, new to your leadership role, or new to the University of Arizona, working with a coach in your first 90-120 days can accelerate integration and success for both you and those around you. Your coach is a confidential partner whose role is to listen, challenge and support you as you navigate through the challenge and change to make the transition as smooth as possible.
From time to time, you may wish to have an objective, unbiased thought partner to discuss or work through specific and often difficult situations. There is no one situation for on-call coaching. It might involve thinking through a challenging situation, role-playing a difficult conversation, developing a change management plan, discussing an impending decision or something unique to your role within the University. You determine when you need coaching support and for what purpose.
Peer or group coaching is a tool where there is a structured agenda facilitated by an executive coach and leveraging the skills and insights of your peers to approach current challenges you may have in common and/or develop new skills. Past peer coaching sessions have included a focus on enhancing delegation skills, having difficult performance conversations and cross disciplinary collaboration.
Diane Brennan, DBH serves as Senior Leadership Advisor for the University of Arizona. She is passionate about strengthening leadership in higher education and supports individuals as an internal executive coach throughout the University. She has been coaching since 2000 and holds the International Coach Federation (ICF) Master Certified Coach credential. Prior to joining the University, she was president of Brennan Associates, a coaching and consulting company working with leaders and teams in higher education, healthcare, aerospace, engineering, and technology organizations internationally. In addition to coaching, she has over 20 years of experience as a senior executive in private and publicly traded healthcare organizations.
Diane received a bachelor’s and master’s degrees in business administration from Bloomsburg University in Pennsylvania and a Doctorate in Behavioral Health (DBH) from Arizona State University. She is also a board certified medical practice executive and fellow in the American College of Medical Practice Executives (FACMPE).
Diane is recognized as an international leader in coaching, speaking at coaching, leadership and positive psychology conferences and serving as the global president of the International Coach Federation (2008). She co-developed the curriculum for the evidence-based coaching program for Fielding Graduate University in Santa Barbara, CA and served as their first Director of Training. She is co-author of Back Pocket Coach: 33 Effective Communication Strategies for Work & Life, and co-editor of The Handbook of Knowledge-Based Coaching: From Theory to Practice and The Philosophy and Practice of Coaching: Issues and Insights for a New Era.