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SUSTAINLEAD™ · GLO:B
A leadership coaching guide for HR
From participant fit and shared goals to progress reviews and confidentiality: a clear framework for deciding.
PARTICIPANT FIT
Who is this designed for?
Middle managers under pressure
Leaders examining concentrated responsibility, delegation, feedback and collaboration.
Leaders ready to experiment
People willing to reflect on their patterns and try different actions at work.
THE COMPLETE COACHING FLOW
The whole coaching journey, from start to finish
Understand the starting point, try different choices at work and reflect on what changes for the leader and the team.
- 01
Before engagement · HR completes
HR review and initial conversation
HR records observed strengths, recurring work situations, hoped-for change and available support. Start the conversation without requiring leader or team survey participation.
Outputs: context, expectations and questions to explore
- 02
After agreeing the engagement · Organization and coach
Complete the corporate contract
Agree the engagement terms and scope and complete the contract with the organization. Once the corporate contract is complete, proceed to individual coaching agreements with each leader.
Outputs: completed corporate contract
- 03
After the corporate contract · Managed directly by the coach
Send and collect each leader’s agreement
The individual agreement covers the purpose and format of coaching, confidentiality and information-sharing boundaries. The coach sends it directly to each leader, who reviews and agrees to the contents before returning it to the coach.
Outputs: coaching agreement returned by each leader
- 04
After the individual agreement is returned · 30 minutes per leader
30-minute orientation for each leader
After receiving the coaching agreement, the coach holds a 30-minute orientation with each leader. Review the coaching process, preparation, scheduling and questions before moving into baseline surveys, shared goals and coaching.
Outputs: understanding of the process and preparation, clarified schedule and questions
- 05
After the 30-minute orientation · At setup
Leader and team surveys; shared goals
The coach directly introduces and collects leader baseline surveys. HR distributes and collects team baseline and follow-up surveys and passes the responses to the coach. The coach uses the results and real work examples to agree goals with the leader and review change.
Outputs: leader and team baseline survey results, coaching goals and reporting boundaries
- 06
Sessions 1–10
1:1 coaching and work experiments
Meet on Zoom for 60 minutes. Within the overarching program themes, explore questions that matter to the leader, try a small experiment chosen by the leader at work, then reflect in the next session.
Outputs: reflection, one experiment and signs of change
- 07
At completion + 2–3 months later
Completion and follow-up
At completion, the leadership growth report summarizes behavior changes, learning, support needs and a 30/60/90-day sustainment plan. Separately, repeat the same leader and team survey questions 2–3 months after coaching ends, allowing time for practice to settle before comparing experiences.
Outputs: growth report and sustainment plan at completion; survey comparison 2–3 months later
10 × 60 minutes · Individual coaching on Zoom
Planning example: weekly for around three months or fortnightly for around five months, including preparation and completion. Agree actual dates during setup.
These stages describe the overall journey. Individual coaching remains ten sessions; the proposal specifies setup, completion and HR meeting scope, duration and fee coverage.
What will leaders explore in coaching?
Explore the ten session themes, observable behaviors, workbook and sustainment plan on the program page.
COACHING REPORTS
What can HR review, and when?
Review change through midpoint and completion reports and pre/post surveys. Agree timing, contents and recipients at setup.
During the engagement
Midpoint report
Review progress, experiments, observed changes and remaining challenges; identify the next focus and support.
After coaching ends
Leadership growth report
Summarize behavior changes, learning, principles to sustain and a 30/60/90-day practice plan. Pre/post survey comparison is not included.
Before coaching → 2–3 months after completion
Leader and team pre/post surveys
Leaders and team members each complete 30 items. Repeat the same questions after practices have time to settle, comparing self-perception and team experience alongside real work examples.
CoachIntroduces and collects leader baseline surveys and analyzes results.
HRDistributes and collects team baseline and follow-up surveys, then passes responses to the coach.
Pre/post survey comparison is separate from the leadership growth report. Private coaching dialogue and team responses are protected; see the detailed sharing and privacy boundaries below.
MEASUREMENT WITH CONTEXT
How can progress be assessed?
Interpret leader self-assessment and team baseline/end-of-program feedback alongside concrete behavior examples. Five to seven relevant indicators can be selected; these are examples for discussion.
| Area | Example indicators | Evidence to consider |
|---|---|---|
| Decisions and delegation | Approval waits, independent decisions, direct leader intervention | Work records and specific decision examples |
| Execution and collaboration | Decision time, meeting follow-through, recurring issues | Decision logs and completion reviews |
| Conversations and growth | Early risk sharing, 1on1 follow-up, growth experiments | Team feedback and practice records |
| Sustainability | Ability to switch off after work; growth and intention to stay | Self-reflection and team surveys with respondent privacy |
Leader and team surveys each cover 30 items across ten leadership areas. Interpret them alongside work examples, rather than as performance appraisal scores.
Greater awareness, changing expectations or organizational conditions may lower scores. A score difference alone does not establish success, failure or causation. Retention and performance depend on multiple factors.
TRUST & RESPONSIBILITY
Confidentiality is part of the design.
Information HR may receive
Agreed goals, attendance and progress, observable practice changes, common development themes, next steps and support needs. Survey reporting must protect respondents.
Information protected without explicit consent
Session dialogue, personal emotions, fears and beliefs, health and private events. Team responses should not be attributed or individuals pressed to justify scores.
Conditions the organization must address
Understaffing, excessive workload, discrimination and unfair conditions are not the leader’s sole responsibility. Identify decisions and support needed from HR and senior leadership.
Development reviews should not automatically become promotion or disciplinary scores. Any recording or AI summary requires advance explanation of purpose and handling, with the necessary consent.
CLEAR ANSWERS
Questions HR teams ask
Who delivers coaching? Will other coaches participate?
The SustainLead™ 1:1 program described here is delivered personally by Bitna Koo, founder of GLO:B and an ICF Associate Certified Coach (ACC). It does not assume automatic allocation to other coaches. For several leaders, capacity and scheduling are discussed first.
Are preparation and completion meetings part of the ten sessions?
The ten sessions refer to the leader’s individual 60-minute coaching sessions. The number, duration and fee coverage of surveys, interpretation, HR goal alignment and completion meetings are specified separately in the proposal and agreement. The 30/60/90-day plan is created at completion; it does not automatically include extra coaching meetings.
Does coaching guarantee lower burnout or turnover?
No specific performance, burnout or turnover result is guaranteed. Coaching addresses leadership choices and team routines. Workload, pay, staffing and organizational conditions also require action and support from HR and senior leadership.
LET’S DESIGN THE NEXT STEP
Let’s start with the change
your leaders need.
Discuss the leaders involved, recurring work challenges and the changes you want to explore.
ContactPRINTABLE PROGRAM OVERVIEW
Review the journey and program in two pages
A concise HR print reference covering the journey, session themes, workbook and reports.
2 A4 pages · Embedded fonts · Suitable for grayscale printing
