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Coaching Through the Employee Lifecycle

Louise Taylor Walls
April 26, 2024


The coaching process can be a game changer in many ways and at different stages of an individual’s career journey - enabling and equipping them to work through transitions, opportunities and challenges. The need for support ebbs, flows and evolves throughout the journey, as does the type of support required.    

Working with an expert coach provides individuals with a safe space to reflect, enabling clarity and perspective, and helping them think and feel differently - ultimately charting ‘the right way’ forward. It also helps individuals develop self-awareness, confidence and resilience to build great stakeholder relationships to pave the way forwards; to move successfully into a new role; to take on a new challenge, or navigate a difficult time.  

To bring this to life, we share below some of the stages in an employee’s lifecycle where coaching can support them.

Employee Coaching Lifecycle


Enabling a new employee to ‘start well’ as they onboard at an organisation can make all the difference. Ensuring they can contribute meaningfully and swiftly will have a huge positive impact on them, and on the team they join.    

Coaching might focus on:

  • Getting clarity around the priorities for the role and what success looks like;
  • Exploring personal strengths and weaknesses in relation to the needs of the role;
  • Understanding any development needs in order to perform at a high level;
  • Identifying all stakeholders and building great relationships;
  • Identifying initial challenges and strategies to manage them.


Support for under-represented groups (eg. by gender, ethnicity, disability or LGBTQIA) through ‘Coaching for Belonging’ can be a game changer for individuals. Helping them feel they’re truly valued for who they are and what they uniquely bring can enable people to fulfil their potential, ensuring they flourish and achieve ‘culture add’ versus ‘culture fit’.

Coaching would help with:

  • Identifying the implications and challenges of the characteristic in their work context;
  • Getting clear on strengths and how they can be better used to help them;
  • Building confidence and self-belief;
  • Ensuring difference is an asset, not a limitation.


When someone takes on new responsibilities within their current role (for example a major project) or needs to navigate a new challenge, ‘Support Coaching’ can help them to perform and deliver successfully.  

Coaching could assist with:

  • Gaining clarity around what success looks like;
  • Specific skills development in areas e.g. courageous conversations and influencing;
  • Identifying personal strengths that support outcomes, building confidence and resilience;
  • Creating a specific action plan to ensure momentum and success.


An ‘Executive Coaching’ or ‘Leadership Development Coaching’ programme is often used to support High Potentials to perform at their best. Typically longer programmes, they allow for deeper exploration and aim for long-term sustainable change.

Coaching often concentrates on:

  • Identifying the right career path based on motivations, strengths and opportunities;
  • Building confidence with removal of perceived blockages to professional progress;
  • Establishing personal brand;
  • Specific skills development in areas such as influence and communication;


Major life-changing events, such as the joy of becoming a parent or the challenge of experiencing injury or illness; bereavement or assuming caring responsibilities can all be complex and daunting to manage alone, and all whilst performing at work. ‘New Parent Coaching’ and ‘Significant Life Event Coaching’ provide valuable support.

‘New Parent Coaching’ may help with:

  • Formulating a plan ahead of taking parental leave - one that’s supportive of you, your family, your colleagues and the organisation;
  • Working through practical issues;
  • Managing expectations and boundaries, of self and others;
  • Embracing the ‘working parent’ identity, managing parental guilt and rebuilding self-confidence.

‘Significant Life Event Coaching’ may help with:

  • Exploring feelings, fears and other challenges;
  • Working through practical issues and managing expectations of self and others;
  • Exploring and embracing a new identity and how that relates to work;
  • Rebuilding self-confidence and focusing on strengths.


‘Transition Coaching’ supports people to move smoothly and successfully into a new role, new department or new location within the organisation.  

Coaching often focuses on:

  • Getting clear on key objectives and priorities for the role;
  • Establishing new relationships with peers, boss and other stakeholders;
  • Identifying initial challenges and strategies to manage them;
  • Staying personally resilient and resourceful during the transition.  


‘Late Career Coaching’ can help the individual and the organisation as people approach the end of their career. They will have a wealth of expertise to share before they depart. Expertise that can enable others to flourish. They may also wish to consider interim steps prior to retirement, such as reshaping their role to serve their own aspirations and those of the team. This period can be both exciting and daunting.

Coaching may support with:

  • Considering when is the right time, for both the individual and the organisation;
  • Exploring options around shifting gears vs stopping;
  • Reflecting on legacy; achievements and ambitions.
  • Setting the role up for success after departure, mentoring others and leaving well;
  • Working through personal concerns and challenges of this adjustment.  

The applications of coaching are manifold. At what other stages can coaching prove useful?

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