Slide 1


What is

High Performing Coaching is a highly effective coaching course with the goal of supporting individuals in improving their performance.


The main goal is to support managers and talent not only on person empowerment, but also on the level of impact within the organization.

Specifically, the course will help managers to:

Increase one’s self-awareness as an individual, manager and “actor” in the organization

Clarify the areas of strengthening the development goals

Define an action plan for achieving the goals

Identify and remove obstacles and “road blocks”

Support the action plan and monitor progress

Support the action plan and monitor progress


Systemic approach

The “actors” involved

The purpose of coaching is to improve the performance of the individual in the context of the organization. To achieve this, the person will set goals and areas for improvement that may relate to different areas of expertise.

The goals will be individual and organizational in nature so, in addition to the individual, the direct manager and the HR function are involved.

ROI coaching matrix

A systemic model for assessing the value of coaching

The Stra-Le approach is to identify, for the coaching course, goals and performance indicators in the four areas shown in the diagram. This broadens the vision of coaching from often only personal benefit to personal and organizational benefit.

An example of Matrix coaching

The steps


Defining the goals of the coaching course: matching between the goals of the person and those of the organization, defining the measurement criteria.

  • Meeting Coach + Manager + Coachee (duration 1.5 hr.)


Individual meetings with the person:

  • It is recommended that a minimum number of 8 meetings (approximately 2 to 3 weeks apart).

Mid-term check point with the manager or sparring partner: The direct leader is involved throughout the process and considered a valuable resource within the process. Thus, not only does it monitor its progress, but it can intervene to affect any organizational blockages that may be hindering the course or to redefine some goals “on the run.” The checkpoint is also very useful for the coachee, who can check the direction of the course in iteration and figure out how best to calibrate it, depending on the needs of the organization.

  • Meeting coach + coachee + manager about halfway through (OPTIONAL – 30 min. to max. 1 hr.)

Distance development: between meetings and throughout the duration of the pathway there is a distance support, with the aim of maintaining an active relationship with the coach and thus keeping the person’s tension and engagement with the pathway high. The person has the opportunity to maintain an active discussion with the counselor, including clarifying any doubts/concerns.

  • Scheduling of call and/or skype connection (with definition of time “windows”)
  • email exchange


Measuring the impacts of the pathway

  • Coach + coachee meeting for matrix compilation (final coaching meeting)
  • Meeting coach + coachee + person to review results (duration 2 hrs.) and action plan for the future


Follow up: the counseling intervention does not end with the last meeting, but the same activities of “remote development” (under 4.) + 2 follow up meetings less close in time with the person (lasting about 1.5 h.). The goal is to sustain the process for at least 1 year, 1 1/2 years and measure longer-term impacts.

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