Unlocking growth: The vital role of the coaching sponsor

This article is adapted from original Coaching Sponsor Guidelines by Breakglass Coaching.

Coaching is most effective when it is supported within the wider organisation. A coaching sponsor plays a vital role in this process, ensuring the coachee has the right support, resources, and advocacy to achieve meaningful growth. Here we outline what a coaching sponsor is, why this role matters, and how sponsors, coaches, and coachees can work together to make coaching engagements successful.

What is a coaching sponsor?

The sponsor is someone within the coachee’s organisation, and often initiates the coaching engagement, sourcing the coach or potential coaches on behalf of the coachee and organisation. In some cases, this may also include a confidential briefing conversation with the coach before the formal engagement begins.

While the content of coaching sessions is confidential between a coach and coachee, typically a package of coaching sessions begins (and ends) with a more open conversation that includes the sponsor. This three-way conversation ensures a shared understanding of goals, as well as internal support for the coachee as they work towards their objectives.

Once coaching begins, the sponsor provides the support and resources the coachee needs to assist them in achieving their coaching goals. They often act as an advocate, observer, and sometimes internal coach.

The coaching sponsor is usually chosen by the coachee. They are typically the coachee’s direct leader, for example, if the coachee is the Chief Operating Officer (COO) their sponsor tends to be the Chief Executive Officer (CEO) or a member of the Board. However, the coachee may also choose a People and Culture representative or a peer. Whoever the coachee chooses, they need to work closely enough with them to fulfil the sponsor role.

Why have a coaching sponsor?

Dr Kirsty Agar-Jacomb, MindMatters consultant psychologist and leadership coach, explains that changing behaviour is rarely easy, particularly within an organisational context that may reinforce the status quo.

The organisational environment plays a powerful role in shaping the outcomes of coaching

Kirsty points out that every coachee operates within a wider system, and the sponsor’s role is to help disrupt this system in order to enable growth. That may also mean the sponsor reflecting on their own leadership practice and considering what changes they might need to make to support the coachee’s development.

"For example, a coachee working on assertiveness may find it difficult to practice if their sponsor tends to speak on their behalf in meetings or discourages dissenting views. Or a coachee aiming to develop their strategic thinking may struggle if the sponsor consistently focuses on short-term tasks and rarely invites them into broader planning conversations."

What is expected of the coaching sponsor role?

The coaching sponsor supports the coaching journey from an internal perspective. They help the coachee identify key coaching goals, captured in a coaching plan, and share their perspective on behaviours and areas for growth so that the coachee’s intentions align with organisational needs.

Sponsors check in with coachees at regular intervals, taking an active interest in their progress while respecting the confidentiality of the coaching sessions. They offer clear, specific, and meaningful feedback, recognising that behavioural change takes time and may not always be immediately visible. They ensure new habits and approaches are acknowledged, encouraging the coachee to persevere even when progress is subtle.

Sponsors may also provide internal coaching where appropriate, create safe spaces for experimentation, and act as advocates for the coachee’s development. They understand that growth through coaching is non-linear and takes time. The most effective sponsors remain curious, ask thoughtful questions, listen deeply, and are open to reflecting on how their own actions affect the coachee’s success.

The responsibilities of the other parties

The coaching process involves not only the sponsor but also the coach and the coachee, each with their own responsibilities.

The coach provides objective assessment and observation that foster both self-awareness and awareness of others. They listen closely to understand the coachee’s circumstances and context, act as a sounding board for possibilities, and support thoughtful planning and decision-making. Coaches encourage stretch and challenge, reveal new perspectives, highlight blind spots, and maintain professional boundaries including confidentiality, always following their profession’s code of ethics.

The coachee takes ownership of their journey. They create a coaching plan based on personally meaningful intentions that also align with organisational priorities. They remain open to feedback and observations that deepen their awareness, take responsibility for their own decisions and actions, and commit the necessary time and energy to the process. They also use the tools, models, and concepts introduced by the coach to translate learning into effective action.

Together, these roles form a partnership. When the partnership is strong, coaching delivers outcomes that go beyond expectations.

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Dr Kirsty Agar-Jacomb is a consultant clinical psychologist and leadership coach with MindMatters Clinic. She has extensive experience supporting individuals and organisations to thrive. Read more about Kirsty here.