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Tracking goals in coaching: how to make progress measurable

Tracking goals in coaching: how to make progress measurable

Coach records a concrete goal conversation

Keep goals measurable by doing a short baseline measurement at intake and repeating that same measurement later. This way you see change rather than just a feeling. Translate each goal into behaviour: what does the coachee do, when and where? In addition, schedule short, fixed check-ins. Then you can adjust in time, and progress becomes visible for you and your coachee.

In short:

  • Besides the end result, also measure behaviour and the course of the programme; combine a self-score of 1 to 10 with an objective count of actions carried out.
  • Let the coachee formulate the goal themselves as visible behaviour with a fixed moment and place, so the agreement becomes actionable and verifiable.
  • Between sessions, schedule a short set of questions weekly or every other week with two or three questions, review the goal halfway through, and repeat the same final measurement.
  • Discuss early what the coachee needs to keep going, because participants with little confidence in their own abilities dropped out more often.
  • Only use feedback from colleagues with the coachee's explicit consent, and agree in advance who may see the answers.
Exantur
Make progress visible for your coachees
Exantur helps you track goals, progress and check-ins between sessions in one workspace, linked to the right coaching programme.

Table of contents

What should you measure for a coaching goal?

Many coaches only measure the end result. That is too little, because you only notice late that something isn't working. So distinguish three layers:

  • Result: where does the coachee stand in relation to the goal? For example, a self-score of 1 to 10 on "I feel confident in meetings".
  • Behaviour: what does the coachee do concretely differently? For example, the number of times per week they speak up themselves.
  • Process: how is the programme progressing? Think of the number of check-ins completed or the number of assignments finished.

Combine a self-assessment with an objective behavioural check, such as the number of actions carried out. If you work within an organisation, you can optionally add feedback from colleagues. Only do that with the coachee's clear consent.

How do you formulate a goal that is measurable?

A vague goal such as "more self-confidence" can't be tracked. Sharpen it in a session with SMART, supplemented by an implementation intention. That is an agreement with yourself about when, where and how you carry out the behaviour. Research from the University of Amsterdam shows that coachees are more strongly engaged when they formulate their own goals and strategies.

  1. Specific: which behaviour or which situation changes exactly?
  2. Measurable: how do you see it? Use a score of 1 to 10 or a number per week.
  3. Acceptable: is it the coachee's own goal, and not just yours or the client's?
  4. Realistic: does it fit the coachee's time, energy and circumstances?
  5. Time-bound: when will you check whether it has succeeded?

An example. "Learn to delegate better" becomes: "Every Monday morning after the team meeting I hand off two tasks to a colleague, and I score how comfortable I feel about it before and after on a scale of 1 to 10." Let the coachee write the formulation themselves. You ask questions until it is concrete.

Pro tip: At the end of the session, ask: "What are you going to do and when, and how will you notice it's working?" Record the answer in the coachee's own words.

When and how often should you measure progress?

The NOBCO Coaching Monitor advises a baseline measurement that you repeat during and after the programme. That is the only way to make goals comparable over time. So always use the same short measurement, and discuss the outcome together with the coachee.

A workable rhythm:

  • Intake: the baseline measurement. Record the goal, with a score of 1 to 10 and a first behavioural agreement.
  • Between sessions: a short check-in, weekly or every other week. Two or three questions are enough.
  • Halfway: check whether the goal still fits. The Coaching Monitor allows goals to be maintained, adjusted or dropped.
  • End of the programme: the final measurement, with the same questions as at the start.

Watch for drop-out signals. In a TU/e study, participants with little confidence in their own abilities (self-efficacy) dropped out more often. So discuss early what the coachee needs to keep going.

Which formats and measurement methods do you use in practice?

The shorter the measurement, the greater the chance that the coachee keeps filling it in. Three formats that work straight away:

  • Progress scale: a score of 1 to 10 plus one open question, such as "What made the difference this week?"
  • Action list: recording for each action what, where, when and how, with a tick when it succeeded.
  • Behaviour checklist: three to five visible behaviours that you choose together with the coachee and tick off weekly.

Only use 360-degree feedback with the coachee's explicit consent. Agree in advance who gets to see which information, as the NOBCO also indicates. Keep the questions the same for each measurement. Then you can genuinely compare week 2 with week 10.

Which tools suit your practice?

You don't need a complicated system to get started. But the tool does need to fit the number of coachees and the way you work.

  • Spreadsheet or simple form: good for a small practice with few coachees. It does take manual work to compare scores.
  • Secure client portal: the coachee sees their own goals and progress and can fill in check-ins.
  • Dedicated coaching software: check-ins, notes and reports are linked together, so you don't have to search through separate files.

With every choice, ask yourself: can I compare scores in it, is it easy for the coachee, do I get an overview, and do I decide myself who sees what? Also bear in mind that personal data falls under the GDPR, the European privacy law. So choose a tool that lets you manage visibility.

Pro tip: Test a new tool with one coachee first. If the check-in takes the coachee too much time, it is probably too heavy.

Pilot for check-in and workload assessment

Why do repeated measurements and engaged coachees work?

Three sources point in the same direction. The NOBCO advises a baseline measurement that you repeat, combined where appropriate with 360-degree feedback. The TU/e conducted a randomised study among 202 managers: those who received coaching improved their self-reported goal level significantly more than the waiting-list group, as established with a measurement at the start and one afterwards. And the UvA shows that the coachee's engagement with their own goals helps them actually carry them out.

Measure the same indicators over and over, and discuss the outcome with the coachee. Only then can you reliably see what changes.

What works best, in my view, when tracking goals?

I often see coaches wanting to measure too much. The result is a heavy system that eventually grinds to a halt. My advice: start small. Choose one scale, three behavioural questions and a fixed moment. A measurement is not a judgement of the coachee, but the start of a conversation. A low score is then not a failure, but a good reason to ask what's going on. Make progress visual, for example as a line over time, and use plain words instead of jargon. What the coachee understands, they will keep up.

— Martijn

How do we help you keep goals and progress clear?

We built Exantur around the coaching process. With our software you record goals, track progress and connect check-ins between sessions with your session notes, so everything sits with the right coachee and the right programme. What you do with it in concrete terms:

  • Track goals and progress, with check-ins and accountability between sessions.
  • A dedicated portal for the coachee to view goals and progress.
  • Session notes with observations, insights and action points, linked to the programme.
  • Assessments such as DISC and the Wheel of Life, for example for a baseline measurement.

You can try the software for free, at no cost during the trial. You'll find the prices on our subscription plans page. Do remember: software supports your method and your relationship with the coachee, but does not replace them.

Frequently asked questions

What are the 5 SMART goals?

SMART stands for specific, measurable, acceptable, realistic and time-bound. Together they ensure that a goal is concrete enough to track. Add an agreement about when and where, and it becomes genuinely actionable.

How often should I measure a coachee's progress?

Measure at intake, briefly between sessions and at the end of the programme. The NOBCO advises repeating the same measurement during and after the programme. A short check-in at a suitable frequency can be enough for many programmes.

What should I measure besides the end result?

Also measure behaviour and process. Ask what the coachee does concretely differently and when that happens. An action with a clear moment works better than a vague agreement.

May I use feedback from colleagues in coaching?

Yes, in organisational coaching 360-degree feedback can complement the coachee's self-evaluation. Only do this with clear consent and agree in advance who sees which information.

Sources

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