The Missing Link in Coaching Success

We partner with a wide range of organizations to provide coaching to leaders at all levels. One of the greatest challenges in this work is ensuring that both the individual and the organization see meaningful impact from coaching. 

For coaching to be effective, the client must know and feel that their conversations with their coach are confidential. That trust allows them to be candid about their challenges. The Code of Ethics from the International Coaching Federation dictates that confidentiality is maintained between the coach and the person being coached. At The Sparks Group, we follow the ICF Code of Ethics. Our coaches do not share details from coaching conversations with anyone else in the organization. 

But this raises an important question: where does that leave the organization that is investing in coaching? Without a thoughtful structure, it can leave them in the dark, uncertain about goals, progress, and outcomes. 

When we first began coaching, our onboarding process started directly with the participant. We’d dive right into their goals and challenges, which felt natural. Over time, however, we noticed the risks: without sponsor participation (usually the direct supervisor) and organizational input early on, expectations weren’t always aligned. The organization’s priorities sometimes got lost. Clients lacked a clear way to share progress. And that misalignment created friction for everyone involved. 

Based on our experience with hundreds of organizations, we refined our process. Today, every coaching journey begins with a Kickoff Meeting and is followed by Sponsor Alignment Meetings. 

Why These Meetings Matter 

Kickoff Meeting
This is a 60-minute call that includes the client and their direct supervisor. During the session, we review the scope of the engagement, clarify key roles, reinforce confidentiality, discuss assessments, explore potential coaching goals, and outline the coach matching process. The sponsor of the engagement (be that the boss or another senior stakeholder) shares their expectations of the work to be done in coaching and the desired outcomes. This ensures everyone begins with clarity and shared expectations. 

Sponsor Alignment Meeting
Held once the client has selected their coach, this meeting brings together the sponsor, the client, and the coach. In this meeting, the client shares insights they’ve gained from any assessments that were administered, the goals they would like to pursue during coaching, and how success will be measured. This allows everyone involved to align around the client’s individual goals and what the organization needs from the coaching.  

What the Sponsor Alignment Meeting Achieves

• Maintains client agency: The person being coached is responsible for articulating their goals to their boss/sponsor and asking for feedback – not the coach. 

• Honors confidentiality: Coaching remains private, while organizational goals are clearly defined. 

• Creates alignment: All three parties start on the same page, preventing missteps later. 

• Builds momentum: Early sponsor engagement accelerates progress and impact. 

Sponsor alignment meetings are sometimes also conducted as check-ins during coaching engagements and always at the end of an engagement. Mid-point sponsor alignment meetings are intended to check progress and ensure the engagement is on track and closing sponsor alignment meetings are intended to reflect on progress made, celebrate success, and make a plan to sustain growth going forward. The client always owns these meetings with the coach’s support. 

Together, these meetings act as a bridge: the sponsor shares what success looks like for the organization, the participant shares what they want to achieve, and the coach ensures both perspectives are integrated. 

With this clear, aligned starting point, coaching flows more smoothly. Trust builds faster. Goals stay in focus. And both the participant and the organization reap the full benefits of their investment. 

– The Sparks Group