The Final Evaluation: Balance and Closure of the Process

Formal Conclusion of the Process

The last phase of the eva luation process, and of coaching in general, culminates with a final eva luation.

This moment serves to make a comparative balance between the objectives established at the beginning and the defined indicators of success, assessing the real progress achieved.

It is a crucial stage in which all parties involved must participate: the coach, the coachee and, in the case of coaching in companies, the sponsoring organization.

This formal closure allows to review the path travelled, consolidate the learnings and conclude the coaching relationship in a structured way.

Role of the Coachee in the Final Evaluation

In this last stage, the coachee has an active role. He/she will have to estimate the progress achieved from his/her own perspective and share with the coach (and the company, if applicable) the results obtained.

This self-eva luation is fundamental, as it reflects the client's perception of the value and impact of the process on his or her personal or professional development.

It is a moment for the coachee to take ownership of his or her achievements and reflect on the transformation experienced.

Role of the Coach: Consolidation and Sustainability

For his or her part, the coach should focus on insisting on the mechanisms necessary to consolidate and sustain the results derived from the transformation achieved by the coachee.

The objective is to ensure that the benefits of the process revert not only to the individual in the long term, but also to the company (in organizational coaching).

The aim is to guarantee the sustainability of the change beyond the formal end of the coaching.

Early Termination of the Process

It may happen that the process ends earlier than initially planned. This may be due to positive or negative reasons.

A positive cause arises when the results are achieved earlier than expected, making it logical to forgo the rest of the planned sessions.

On the other hand, a negative cause may be that the coach or coachee feels that no significant positive transformation is occurring.

In these cases, if there is a persistent lack of evolution, it is advisable to stop the process.

It may also be concluded that the appropriate intervention should be other than coaching, considering other disciplines if the underlying problem is outside the scope of coaching.

The Final Report: Documenting the Process

The formal closure of this stage occurs with the writing of the final report. This document summarizes the entire coaching process and its evolution.

It should include key data such as: a summary of the techniques or skills worked on and how they influenced performance; the data collection methods used; a summary of what was detected during the intervention; a description of the benefits of the program for the coachee and the organization (if applicable); and conclusions and recommendations (e.g., need for additional training or expansion of the intervention).

It is important to remember that these points are especially relevant for business coaching.

Comprehensive Discussion of Results

When reflecting the results in the report, it is important to add a section where the results ar