Most run over several months with sessions at regular intervals, because behavioural change and the feedback needed to observe it take time. Defining the period with a mid-point review gives organizational buyers a decision boundary.
Most run over several months with sessions at regular intervals, and the length is driven by how behavioural change actually occurs.
The mechanism matters. A leader has to try something different, get feedback from the people around them, and adjust. That loop takes weeks per iteration, and it cannot be compressed by meeting more often. Engagements shorter than a few months tend to produce insight without evidence of change.
Common structures:
Build in a mid-point review. This gives organizational buyers a decision boundary, which makes approval easier, and it gives the coachee a natural moment to recalibrate goals.
Publishing the structure lets an HR buyer match it against a budget cycle, which is frequently what determines whether a proposal proceeds.
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