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Coaching Models
A Compilation of Coaching
Models, Tools & Techniques
Contributed by many and compiled by
Kevin Watson of My Own Coach Limited
Contents
Introduction
Axes of Change
Basic Coaching Model
Changescape IDEAS Coaching Methodology™
Co-Active Coaching
Coaching for Development – the Egan Helping Process
Coaching Program & Coaching Session Models
CREATE Model
The Essential Coach™ Model
The Go MAD® Thinking System
GROW
High Performance Coaching Model
Intermediate Coaching Model
Nature of Work Coaching Model
OUTCOMES®
POWER©
QED Consulting Coaching Framework©
SCORE
Solutions Focused Therapy
3-D Coaching
TGROW
Transformational Mentoring
This Coaching Models compilation is for your personal use only and you are required to observe all copyrights and trademarks as indicated.My Own Coach Limited does not accept responsibility for any breach of copyright by a third party.
Introduction
I consider myself privileged to have been part of the Oxford Coaching Circlefor the past twelve months. Around twelve like-minded people on various stages of alearning journeymeet each month to share coaching experiences and provide support to each other. From various backgrounds and coaching schools, one our group suggested recently that we share the various models, tools and techniques we use in our coaching practice. We all agreed that this was a great idea and the scene was set for an energising session next time.
A day or two later, I reflected on this opportunity and started to imagine the possibility of sharing models from our own circle with others, coaches that were willing to share their own approach. I sent out requests for help in several directions and have had a great response from as far away as Australia, all wishing to contribute and share in some way.
It soon struck me that the number of models, tools and techniques out there is endless and, although this idea started as an opportunity to compile the‘definitive’ guide, I have come to realise that it isan organic project, a guide that can be constantly added to in future, constantly growing and reshaping to provide inspiration, ideas and discussion for all.
Avaried selection has been included, from the standard coaching models known to us all, to techniques taken from the world of therapy that have relevance to coaching. The models, tools and techniques are presented in no particular order and each one is credited to the person(s) that contributed it, which does not imply origin or ownership unless stated. Some entries have a great depth of detail whilst others are at high level only and are merely a taster for you to explore further if you wish.
The comparison of each model with another is as much about the similarities as it is the differences. Peter Freeth from Communications In Action contacted me very early on and wrote –
I think the area of coaching models is interesting and is something I researched a little for putting together an executive coaching NLP master practitioner course.
In my mind, coaching models as defined by the coaching schools are designed to protect the franchise, so they overlap whilst all describing the same process. Remembering that any model is just that – a generalised representation of a sequence of steps – then any model is true, given that it represents a certain point of view of a certain coach's process. I find it's possible to integrate all coaching models at a higher level as follows:
1) Find out what client wants
2) Help them get it
Beyond that the question I would ask is 'how does any model help you to help the client more effectively' and I think that the purpose of a process is to produce consistent results. That's what a manufacturing process does, and it's what a coaching process does. Therefore rather than searching for a definitive model, I want to find out what model best aligns with a coach's own style and client base to help that coach achieve more consistent results.
I think it's a good idea to collate information on models, because they give you a richer understanding of what is 'out there' - just as long as you remember that the coach makes the model, not the other way round.
The last few words resonated with me and help to put the models, tools and techniques into context. My own belief is that coaching is more about ‘being’a coach rather than ‘doing’ coaching!
It is my sincere hope that you enjoy reading through the contributions, drawing inspiration from the varied models, tools and techniques. I also hope you wonder in awe as I do, at the way people from different backgrounds, countries and coaching stand points have all come together to share and learn. Enjoy and have fun…
Kevin
Axes of Change
The Axes of Change, one of the frameworks from the meta-coaching model.
Kindly contributed by Mark Watkins
Basic Coaching Model
Use with all clients, in any situation:
Listen:
When you know what to listen for, you will actually hear the client
Feel
When you feel, you are intuiting, inkling, thinking, analysing, assimilating and EXPERIENCING the client.
Respond
If you are fully experiencing yourself and your client, your response will be appropriate, fitting and useful, naturally.
©2000 ThomasLeonard.com
Changescape IDEAS Coaching Methodology™
The Changescape IDEAS Coaching Methodology™ is a model based on best practice coaching methods and techniques. The model is iterative and applies to each individual coaching session. However, the first session will also focus on business goals to be achieved by the entire coaching programme.
I Initiate the coaching session. Here we identify business objectives to be delivered and the specific objectives to come out of this coaching session. The specific session objectives should be stated in terms of personal and business goals. Quantification of the objectives and measures of success is key to their definition.
D Discuss issues and current performance levels. Here we identify where the executive is with their role and what issues they are having in moving it forwards. They are encouraged to quantify their issues in process and in human terms and to break the issues down into small components.
E Evaluate alternatives. This is where the executive can examine different strategies for moving their role forwards and determine how well each option deals with the issues identified in stage 2 above. In the context of performance coaching, they would be identifying and evaluating their own alternatives, encouraged by the coach. In the situation of context sensitive coaching, they may not have the experience or skills to identify all alternatives so direct content input from the coach may be necessary.
A Action Planning. This is where, based on the selected components from stage 3 above, detailed action plans are established that will include what has to be done, who has to be involved in doing it, when it has to be completed by and what deliverables will be produced. The time box of the action plans should be limited to the duration between coaching sessions.
S Support & Challenge. This is where, in between formal coaching sessions, the coachee may need help from within is or her organisation or from the external coach.
© Changescape Limited – 2002
Co-Active Coaching
The Co-Active Coaching philosophy is that clients are naturally creative, resourceful and whole, so are completely capable of finding their own answers to whatever challenges they face. We believe that the client has the answers and the job of the coach is to listen and empower, rather than inform and advise.
Co-Active Coaching is about discovering possibilities, getting beyond the "should", stuck-points and distractions, and creating a fulfilling life that is true for the client. It is an opportunity to let go of limitations and stand in a place of creativity and possibility. We also believe that all parts of people's lives - their careers, relationships, recreation, personal growth and finances - are interrelated and should be addressed as such. In Co-Active Coaching we coach the 'whole person'.
Co-Active Coaching skills and techniques include:
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- challenging
- championing
- goals setting and planning
- inquiries
- life Purpose
- metaphor
- perspectives
- powerful Questions
- structures
- values
- visioning
- visualisation techniques
Registered in EnglandWales;
Company Registration Number: 05150535; VAT Registration Number: 838 0487 07
Registered Office: Penrose House, 67 Hightown Road, Banbury, Oxfordshire, OX16 9BE
Riverndell, The Bourne, Hook Norton, Nr Banbury, Oxon OX15 5PB
Tel: 01608 737934
Mob: 07973 657493
E-Mail:
Co-Active Coaches are trained to:
- hold the client as naturally creative, resourceful and whole
- practice the highest standards of professional ethics
- be adept at forming partnerships and designing alliances with their clients
- focus on the client's vision and maintain their commitment
- develop their own unique coaching style
- create the space for and evoke action from the client
- coach anything the client brings up or does
- use their life as a laboratory of their own learning
Kindly contributed by Mark Watkins
Coaching for Development– the Egan Helping Process
No-one can change anyone else's behaviour. It requires the individual to decide to behave differently. However it is possible to facilitate the process by using the model outlined below. This is a powerful client centred process which can help individuals examine their behaviour and make a positive choice about any changes they wish to make. The model, which has been developed from the work of Gerard Egan, has five stages each of which needs to have been experienced before you can move onto the next one.
Stage One: Agreeing the Ground rules
Purpose: to build trust and rapport
- confidentiality
- administration
- when, where, how long, what's it about in broad terms
- provision to revisit the ground rules when necessary
Stage Two: Establishing a Good Relationship
Purpose:to enable the client to trust you enough to talk about the issue
- find out about the person by asking open questions and listening
- show you understand
- demonstrate interest and a desire to help
- pick up signals when a person is ready to discuss the issue
Stage Three: Helping the Client to Explore the Issue
Purpose: to help the client define and explore the issue
- ask questions that allow the client to answer from their own perspective
- ask for specific instances - what happened?
- listen with restraint
- reflect back your understanding of the client's issue
- don't impose your own interpretation, solution or ideas
Stage Four: Help the Client Identify the Underlying Causes
Purpose:to help the client understand the behaviour patterns underlying the issue rather than focus on the symptoms
- help the client draw together the common threads
- ask questions that explore attitudes and feelings and which look at similar incidents
- probe and confront in a non-threatening way
- summarise to encourage further contributions and to demonstrate you understand the feelings
- disclose appropriate information about yourself to help the client talk further
- be careful not to collude
- help the client acknowledge the positives
Stage Five: Help the Client Generate Solutions and Action Plans
Purpose: to help the client see a way forward and make their decisions about the changes they need to make
- help the client generate options and alternatives
- help the client decide on appropriate solutions
- assess resources in terms of the support needed to overcome any problems that might be encountered
- agree a programme of action
- challenge unquestioned assumptions
- establish measures of success
- offer support to the client
There are a number of features of working with this model that are important to remember:
- it is a client centred process so the client is in charge of it not the coach. Effectively it is about two people working on one person's issue.
- it is a cumulative process which requires you to go through each stage to reach stage five all be it very quickly for a simple issue.
- each stage is not clear cut and there may be some blurring when working with different clients.
Kindly contributed by Marj Setters
Coaching Program & Coaching Session Models
I find models helpful as they provide an overview of the coaching process I use, as I find out what my client/s wants from coaching and then work with them to support them to achieve this.
Clients find the Coaching Session Model really useful as it helps us both to ensure that each session produces consistent results.
Overall Coaching ProgramModel:
Coaching Session Model
Kindly contributed by Mike Sherry, Workplace Coach – Contact Centre Solutions, Australia
CREATE Model
I picked this up at the Association for Coaching Conference. The model is called CREATE and has been designed by Carol Wilson, Results Coaching Systems Europe, to help with goal setting. The difference from the GROW model is that you explore first, before you set the goal.
Current
Reality
Explore
Alternatives
Target
Energy
I have interpreted this from Carol’s slides. Set the Context (what we might call Topic, or issue)
Goal
- Needs to be inspiring, challenging, measurable and achievable within say 12 weeks
Current Reality
- What challenges are you facing?
- What successes are you having?
- What works for you?
- What doesn’t work for you?
Explore Alternatives
- What would you like to have happen?
Target Energy
Inspiring
Challenging
Measurable
Achievable within say 12 weeks
Action
If you knew you would succeed, what would you do now?
Kindly contributed by Tilly Dearden of Compass Coaching and referenced to Carol Wilson
The Essential Coach™Model
Here is a model that is aboutthe skills and qualities of a coach rather than the coaching process about which models abound. The model is not mine but is referenced to Linkage International.
Kindly contributed by Shirley Gaston – Log Heights Ltd
The Go MAD® Thinking System
The Go MAD Research & Consulting Group specialise in developing people's ability to achieve results. Go MAD offer a unique, research based, solution focused, thinking system that equips people with the mindset and skills to make significant personal and business improvements. The Go MAD® Thinking System, although initially challenging, can be mastered with relative ease enabling measurable results to be obtained in a short period of time.
Background research
In 1997 the starting point was to undertake over 4000 hours of research to answer the following question:
"What is the simplest way of explaining the success process that people naturally use when making a difference?"
The Go MAD® Thinking System answers that question. Over 14 months the research team studied a wide variety of people, who had been nominated by others, to identify how they had achieved large and small successes. For several months each interview was recorded by a film crew and this research data was collated together with data from the audio and written records. Go MAD then analysed the common factors to identify key success principles that could be easily explained and understood by anyone. The final stage was to establish how each of the key principles linked to form a generic framework that could be consciously applied by anyone to increase their probability of success.
Describing Go MAD® Thinking
The term "making a difference" encompasses all aspects of change, improvement and development. Once the Go MAD® Thinking System has been mastered it can be applied to any situation or problem in business or personal life to increase the probability of success.
Although not originally developed as a coaching model, the Go MAD® Thinking System can be applied to achieve measurable results on a day to day basis. The book “Go MAD About Coaching” and accompanying audio CD clearly explains how the Go MAD® Framework is practically used to help people achieve measurable business differences. (See for further information.)
Reproduced by kind permission of Go MAD Research & Consulting Group.
Go MAD is a registered trademark.
GROW
The GROW model provides a structure which will help achieve the task and development outputs from the coaching process.
Goals – should be:
- Specific
- Measurable
- Achievable
- Relevant
- Trackable
Reality – a stage for exploring, gathering information, finding out, not a time for making decisions or finding solutions
- No assumptions
- Cut through irrelevant history
- Avoid problem solving at this stage
- Review session goal if necessary
- Gathering information to facilitate a high quality decision
Options – solution time!
- Generate all possibilities
- Offer suggestions – carefully
- Ensure choices are made
Wrap Up – agree action
- Make action steps specific and time phased
- Identify possible obstacles and strategies to tackle them
- Agree support
Kindly contributed by Marj Setters and Tina Cook
High Performance Coaching Model
Developed by Michael Breen & Ed Percival