Much of the value of coaching is lost to business due to overly restrictive practices around confidentiality. However, coaching can be an extremely valuable source of management information.
At TiBC we produce coaching review reports, which summarise certain content from coaching programmes. They are aimed at helping client companies:
- Measure the success of coaching engagements
- Identify where else coaching can add value
- Highlight key issues/themes for the business moving forward
This approach enables organisations to use coaching as a powerful business tool for change and growth. It also helps to initiate discussion around issues and insights that might otherwise be hidden or seen as undiscussable.
Without question, the default position should always be that coaching discussions are confidential to the participant and their coach. However, it is appropriate and beneficial to share certain information, as long as the participant gives consent and the business has a positive and legitimate use for it.
It should be clear what sort of information can be shared (broadly speaking, keep it about professional issues and steer well clear of anything personal), and consent should only be sought and given for specific written information, to be shared with named individuals (usually, line management and HR).
We have found that coaching participants are generally very enthusiastic to share information in this way. It gives them an opportunity to discuss performance and alignment with their boss, to promote their achievements and value to their boss and the organisation, and to contribute to discussion on wider business issues.
Clearly, a lot of the content of coaching discussions has to remain confidential. However, where the coaching focuses on accelerating success for the participant and their business, properly managed information sharing can add huge value.