How to evaluate coaching success and design a measurement for coaching

I think that the evaluation of coaching is not the only reason to lead the success of coaching. But it is an indispensable part of coaching. Especially in peer coaching will play an essential role in the coach and coachee’s trust and encouragement. In the process, we can continuously evaluate and measure whether coaching meets the original schedule and goals expected by both parties at the appropriate time.

That being the case, what methods should we use to evaluate coaching? Form Skidmore’s article shared a guide worthy of reference as a measurement or planning for a different type of coaching. This method is roughly divided into four steps, and pay attention to and think about the critical points of each part in the coaching process to measure whether the coaching has an impact. 

The four steps Skidmore suggests are: 

1. work with coachee and administrator to match both focus and goals of this coaching, and consider the purpose of the focus for current or future needs. (Skidmore, 2019)

2. Define the measurement, design what it means for the success of this coaching and how we should measure it. (Skidmore, 2019)

3. Keep evaluation, be transparent, make sure both coach and coachee agree, and keep following and know the coming-up measure points. (Skidmore, 2019)

4. Administrator, coach, and coachee competed for all evaluations together, gave regular feedback to each other roles due to the progress. (Skidmore, 2019)

Skidmore also suggests some of the guidelines of success measures to consider. The changing between pre and post of the progress.; Completion of the plans; Goal achievement; coachee retention and engagement levels. (Skidmore, 2019) Can apply on education technology coaching. 

As a foundation, The first two steps should have been carried out and completed when planning to coach, and the last two steps repeated during the process. I think this method is a good choice as a simple start, but I think it is relatively rough, and there may be a lack of clear guidance on the details in some parts. If you rely on this method alone, there may be a significant gap in the value expectations, the trust between the trainer and the coach, the measurement target criteria, and the action details. So I will try to add to this method the 4D communication system I shared in the previous article, especially at the beginning of the plan. By combining these two methods establish a complete evaluation and planning.

How can that be done? In “How NASA build teams.” Pellerin point that Different types of teams will have the advantages of different communication modes. For example, an R&D team. In most cases, each team member needs to have a clear and quantifiable goal. Therefore, this type of team will be biased towards the Visioning type. But if it is a welfare team, they will need and value relationships and values. This type of team will be more inclined to Cultivating and Including types. These two communication modes of personnel and team members will also be easier to play in this team. (Pellerin, 2009)

However, no matter what type of team, you should plan clearly in the following four steps when building a team at the beginning. So that your team can be more:

  1. explicit about the essential values of the team;
  2. the relationship between the team members, and the mediation of disputes the method; 
  3. transparent and quantified goal; and
  4. division of work and implementation details. (Pellerin, 2009)

Collaborate with both Skidmore and Pellerin methods when planning the coaching team. First, we need to work with the coachee and administrator, work out the 1. essential values, 2. relationship and disputes the method, 3. set up quantified goals. And 4. implementation and action details. Also, based on those four steps, set up an evaluation and measurement method. And in the process, the three parties kept reminding each other and conducting reviews and reflection. Therefore should improve the evaluation function, increase the chances of complete coaching section success. 


Pellerin, C. (2009), How NASA build teams,

 Skidmore. K (2019 )We’re providing coaching, but how can we measure success?

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