Some coaching engagements include 1 - 2 manager alignment conversations at strategic points in the process (start and end). The overall purpose is to engage the Coachee's manager in the Coachee's developmental process, and foster more of a feedback loop between them.

Coach's Role:

  1. Encourage the Coachee to reach out to their Manager to schedule the meeting once you've been advised it's time to do so (they can schedule via the Torch Dashboard - see this article for guidance.)

  2. Prepare the Coachee for the meeting (see tips below).

  3. Facilitate the meeting and help them stay on track (see tips below).

Meeting Objectives:

  1. Ensure the return on coaching efforts is maximized through support and alignment with the Coachee’s manager.

  2. Ensure the Manager understands how best to support the development efforts of their direct report.

  3. Ensure the Manager has an opportunity to provide feedback and input into coaching goals.

Best Practices / Guardrails:

  • Meeting to include Coach, Coachee and Coachee’s manager to ensure everyone is on the same page.

  • Coach’s role is to facilitate the process. Coach won’t share any information or reflections regarding the coachee.

  • Confidentiality remains intact between Coach and Coachee, however Coachee is at liberty to share whatever they like with their Manager.


  1. Welcome and introductions

  2. Set context

    1. This is an opportunity for the Coachee to share their coaching goals and progress with their Manager, and seek feedback and support in their leadership development.

    2. Explain that your role is to facilitate the conversation but it is *their* meeting.

    3. The overall intention is for the Coachee and Manager to be in partnership on the Coachee’s leadership journey.

  3. Manager shares why they supported Coachee to receive coaching (if relevant/applicable)

  4. Coachee shares their high level coaching goals as well as any feedback themes they wish to highlight from their 360 (if applicable).

  5. Coach invites Manager to provide feedback or insights on Coachee’s goals, plus add their thoughts on other developmental areas the Coachee could focus on.

  6. Ongoing feedback:

  • What cadence is appropriate for Manager and Coachee to come back together to sync on goals? (In many cases there is a second Manager Alignment Conversation built into the process towards the end - so you can simply highlight this at a minimum).

7. Wrap up and next steps

  • Acknowledge and thank each person for their participation

  • If there were issues/topics that arose but couldn't be covered, suggest they schedule a follow up meeting (without Coach) or add as agenda items to their next 1:1.

Preparing your Coachee

We recommend dedicating some time in the coaching session prior to the Meeting, to prepare the Coachee. You may want to explore the following:

  1. How is the relationship between Coachee and Manager?

    1. How comfortable do they feel sharing their goals with their Manager?

    2. If there is hesitance, explore why that is and provide coaching support.

  2. Clarify coaching goals (if not done already) and support Coachee to be ready to share them.

  3. Has the Coachee already shared their 360 feedback with their Manager? If not, what are the key points of feedback that Coachee might like to share during the meeting?

  4. Clarify the Coachee’s desired outcome from this Meeting - discuss what value they could get from this and ensure they feel some ownership of the process.

Sample prep questions:

  1. How supported do you feel by your Manager?

  2. What additional support could they give you to achieve your coaching / leadership development goals?

  3. What do you want them to know and why is this important?


Q: What happens if the meeting goes off-track?

A: Coach’s role is to facilitate the meeting - and gently but firmly guide participants to stay on track with the agenda. If other topics emerge, suggest that the Coachee and Manager schedule a time to discuss them more fully after this meeting (eg in their next 1:1)

Q: What if things get heated?

A: If you notice that dialogue between Coachee and Manager is becoming inflamed or tense, use your discretion on how best to help them navigate this. Your approach may depend on the following:

  1. What you already know about the relationship between them

  2. What you know about your Coachee’s comfort and confidence communicating with their Manager (or in general)

  3. Timeframe

  • Options:

    • Refocus them on the agenda and debrief with Coachee after the meeting to explore how they’d like to address the issues that emerged

    • Name the tension and help them create a plan to address it

    • Note: Since only a limited number of stakeholder sessions are included in the coaching subscription, do not offer to facilitate a follow up meeting unless you’ve received approval from the Torch team (


Please reach out to or come along to one of our Coach Ops Office Hours or Coach Connect Groups.

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