OCB Coaching Relationship

The Retirement Research Foundation (RRF) will provide funding to support a coach to OCB grantees that request one. While RRF will help identify potential coaches, the final selection of a coach will determined by the grantee.

RRF expects the coach and the OCB team to work together. It is not intended that the coach make decisions for the grantee. Rather, the coach will empower the grantee to make more informed decisions and take responsibility for change. The coach will offer guidance to the team on a continuing basis throughout the grant. Because each OCB project is unique, roles and responsibilities of coaches and grantees may vary.

Characteristics of Coaching

• Is relationship-driven and based on the trust and respect built between the coach and the grantee
• Begins where grantee is and with grantee's expectations
• Emphasizes capacity building rather than doing for the grantee
• Works from strengths of grantee and organization – validates competency
• Builds partnership between coach and grantee
• Builds independence of grantee
• Is delivered with compassion
• Emphasizes confidentiality and discretion
• Acts as catalyst – generates new ideas and helps think about leveraging resources in different ways
• Is adaptive – accommodates different styles and needs of grantees and their organizations
• Renegotiates coaching role/tasks as project progresses

Roles and Responsibilities of the COACH

• Reviews the organizational assessment, if completed before the grant was awarded, to determine areas of strengths and weaknesses within the grantee organization. If an assessment was not completed, the coach may conduct an assessment.
• Assists the grantee in completing the OCB Outcomes Chart. The chart will provide a guide to the grantee/coach relationship.
• Learns organization by reviewing its documents including, but not limited to, mission and case statement, by-laws, personnel policies, board minutes and manuals, job descriptions, and planning and financial documents.
• Explores the executive's organizational vision and encourages and reviews the organization's capacity building goals.
• Helps the grantee introduce the OCB project to the Board and completes an assessment of the Boards' ability to assist the grantee accomplish the goals of the OCB project.
• Works flexibly – understands the gray areas between coaching and consulting.
• Provides opportunities for the executive to engage in self-reflection and mutually develops a contract of learning objectives.
• Provides referrals to other resources and serves as a resource for the OCB team.
• Assists grantee in setting priorities.
• Customizes learning opportunities by identifying technical assistance and training priorities and resources that will foster organizational capacity building.
• Continues to review progress and provides guidance in problem solving.
• Obtains feedback from the grantee about the coaching experience.

Roles and Responsibilities of the GRANTEE

• Assists coach in learning the organization by sharing documents, e.g., mission and case statement, by-laws, personnel policies, board minutes and manuals, job descriptions, and planning and financial documents.
• Informs board of the coaching arrangement and its fit with the entire OCB project.
• Renegotiates coaching role/tasks as project progresses.
• Expects and accepts guidance and modeling opportunities rather than hands-on consulting.
• Works flexibly – understands the gray areas between coaching and consulting.
• There may be times when the coach may suggest moving into a consulting relationship. It is the grantee's responsibility to discuss this with RRF.

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