POWER OF COACHING

Coaching comes from the Hungarian kocsi (szekér)‘(wagon) from Kocs’, a town in Hungary.So a coach is someone who takes you on a journey like a wagon from point A to point B in a comfortable manner

The role of coaching in transformative change

Coaching goes beyond leading the coachee into knowing “what to do”. It leads him or her into realizing what kind of person s/he needs to BECOME in order to effect the change that s/he wants to see. Coaching addresses the BEING before the DOING – therefore leading to the development of a NEW PERSON. Coaching is, therefore, transformational!

At the core, a coach believes that his/her coachee is naturally creative, resourceful and a whole person. As a result, they operate most often from a place of inquiry, asking the coachee powerful questions to help them identify solutions and the next steps for themselves.

Therefore, coaches must possess the following characteristics:

• Be a partner/ facilitator

• Be a great active listener

• Believe that coachees are naturally resourceful, and have answers within themselves

• Create an environment for coachees' growth by asking powerful questions

• A focus on the timeline of the coachee

• Paraphrasing & Summarising

Types of Coaching Models:

Solution-focused coaching model

As a result, the solution-focused coaching model relies on three essential components:

• Powerful questioning: Helps staff to look “backward” as if they had already obtained the goal

• Scaling: Analysing where the employee is now and differentiating it from where they want to be.

• Imagination: coaches encourage sales reps to envision what would be different if they achieved the goal.

GROW Model :

Developed by renowned business coaches Graham Alexander, Alan Fine, and Sir John Whitmore in the 1980s

Goals (aspirations)

• “What do you want to achieve from this conversation?”

• “What problems are you trying to solve?”

• “Is there anything we could work on that would improve your work experience?”

• “What are the benefits of achieving this goal?”

• “Will anyone else benefit? In what way?”

• “How would it feel to achieve this goal?”

Reality (current situation, internal and external obstacles)

• “What action have you taken so far to achieve your goal?”

• “Specifically, what is motivating you toward your goal?”

• “What is stopping you from achieving your goal?”

• “If things don’t change, how will it impact you and others?”

• “What are the main obstacles stopping you from achieving your goal?”

• “How do you feel trying to overcome this challenge?”

Options (possibilities, strengths and resources)

• “What’s the ideal solution?”

• “What are your other options for achieving this goal?”

• “Is there anyone you could get a different perspective from?”

• “How have you navigated similar problems before?”

• “What else could you do?”

• “What are the pros and cons of each option?”

• “Do you anticipate any obstacles that may stop you from achieving this first step?”

Will (actions and accountability)

• “What’s the first step you could take to realise this goal?”

• “When are you going to do it?”

• “What subsequent actions could you take?”

• “How committed are you, on a scale of 1–10, to fulfilling each of these actions?”

• “Will you need any support to fulfil this?”

• “Who could help?”

• “How would you like to follow up on this conversation?”

Along with GROW comes TGROW where T is Topic or Niche or Microniche

OSKAR Model:

Developed by coaches Mark McKergow and Paul Z. Jackson in 2002

Outcome

• What do you want to achieve?

• What are some goals you’re looking to achieve?

• What’s the ideal outcome of having this coaching session?

• What do you want to focus on improving?

• How will you know you’re making progress? What will it feel like?

Scale

• “On a scale of 1-10… If 1 is nowhere near and 10 is ultimately achieving your goal, where are you on the scale right now?

• “Where would rate others who are trying to achieve the same goal on the scale?”

• “If 10 is your end goal, what does that look like?”

• “Do you know anyone who you’d rate a 10 in relation to your goal, if yes, why?”

Know-how

• What skills do you need to acquire?

• What topics do you need to learn?

• Do you know what kind of support do you need?

• What knowledge could help you achieve your goal?

• What type of resources can help you achieve your goal?

Affirm & Action

• What are you already doing that’s working well?

• What’s effective about what you’re doing now?

• Would you like to change anything?

• What does the first step to change look like?

• What type of actions do you need to take now?

Review

• What steps have you taken to realise your goal?

• Have you done anything differently since our last session?

• What old habits (or ways of doing things) have you stopped?

• How do you feel about your current progress?

• What are you doing that’s new?

CLEAR Model:

Contract

• What would you like to specifically focus on in this session?

• What does the outcome of our conversation look like?

• How will you know if you’ve had a good session?

• What can I help you achieve or do today?

Listen

After the contract stage, it’s crucial that sales coaches actively listen to staff. At this point, coaches should be looking for clarity, details, and connections to understand both what the individual thinks about this topic and how they feel about it.

Explore

In the next stage, the facts and feelings of the coachee should become more clear. This allows the coach to start asking probing and specific questions to help the employee understand their emotional connection with their current state – and what they think may need to change to reach another desired state.

Action

• How will you start the change process?

• What do you think could help this happen?

• Is there anyone’s support or resources you may need?

• When will you start working towards this?

• How will you feel once you’ve begun?

• What do you think you need to do next?

Review

In the last stage of the session, coaches review the key points from the session, including a reflection on the contract objectives and their progression. At this point, the coach should ask the employee if there’s anything else they’d like to cover.

AOR Model:

• Activities: Refers to the individuals’ activities; this could include: cold calling, analysing leads LinkedIn accounts, cold emailing, qualifying leads and so on.

• Objectives: These are the set goals for the activities; for example, a sales coach may set the sales rep a goal to make x amount of cold calls per day or week.

• Results: Are the analysis of what was achieved from the objectives, for instance: higher profits per sale, improved profit margins, quicker turnarounds, or lower rates of deferred payments.

FUEL Model:

First developed by John Zenger and Kathleen Stinnett

• Frame the conversation: by setting the context for dialogue by agreeing on the discussion’s purpose, process, and desired outcomes.

• Understand the current state: by exploring the current state from the individual’s perspective and expanding their awareness of the situation to identify the real issues.

• Explore the desired state: by explaining the ultimate goal and exploring options before prioritising the suggested methods for achieving this vision.

• Layout a success plan: to identify specific, actionable steps staff must make to achieve their goal. This roadmap for success also includes milestones for follow-up and accountability.

WOOP Model:

Created by German psychologist Gabriele Oettingen, the WOOP coaching model is a scientific strategy “to find and fulfil wishes.

• Wish: What the individual hopes to achieve.

• Outcome: The specific and measurable goals that an individual will achieve when the “wish” is obtained.

• Obstacles: The challenges that individuals must overcome to achieve their “wish.”

• Plan: The roadmap to achieving the “wish.”

The STEPPPA Coaching Model

Origin: Dr. Angus McLeod (2003)

• Subject

• Target

• Emotions

• Perception

• Plan

• Pace

• Action

The Stepppa Model was developed by Dr Angus McLeod

Subject

Firstly, identify the subject of coaching. For example; why does your client need to be coached?

Target

Additionally, as a coach, we must identify what our desired outcome is. It should also be noted that this will be a target your coachee wants to achieve.

Emotions

Furthermore, every decision involves emotions, subsequently embracing these feelings will help guide your choice.

Perception

Moreover, you should try to see your goal from a broader view. Understand the meaning of your purpose, its importance, and what specifically its meaning is for you.

Plan

To achieve your goals, you need to make a plan. Develop a path which can lead you closer to your goals.

Pace

It is like setting time limits and boundaries of achieving each goal. Meaning in how much time you should achieve your target.

Action

Now, it is time to act. Follow your plan step-by-step to achieve your desired outcome.

ACHIEVE MODEL

The acronym ACHIEVE stands for:

Assess: Determine which obstacles, deficits, or behaviors are holding the coachee back.

Creative brainstorming: Spur creative thinking by putting out as many ideas as possible in a quick brainstorming session.

Hone in: Narrow down the area of focus and prioritize the client’s goal list.

Initiate options: Choose which plans, actions, and behaviors are most aligned with the desired outcome.

Evaluate options: After listing all viable options, choose the best course of action to achieve the goal.

Valid action plan: Map out the details of the plan, including deadlines and specific action steps.

Encourage momentum: Provide both accountability and acknowledgement. Keep the participant focused on the larger goal while celebrating the progress made. Determine if you need to re-evaluate any steps along the way.

The CIGAR Coaching Model

In many ways, the CIGAR Coaching Model is an evolution of the GROW model, with added emphasis on understanding the client’s current reality and the best available solutions. It was developed by Anthony Grant and Suzy Green in 2003.

Here are the steps:

• Current Reality. Help the client understand how far they are from their goals right now.

• Ideal Reality. Allow the client to picture where they want to be.

• Gaps.Clarify the gaps between the current and ideal reality.

• Action. Make a game-plan to fill in those gaps.

• Review. In the next coaching session, review the progress and amend the plan accordingly.

11 types of coaching styles

Here are 11 styles of coaching to consider:

1. Democratic coaching

Democratic coaching is allowing individuals being coached to have freedom and hold themselves accountable.

2. Authoritarian coaching

Authoritarian coaching is letting the coach make all the decisions.

3. Holistic coaching

Holistic coaching is about creating balance in all parts of decision-making.

4. Autocratic coaching

Autocratic coaching is the coach telling their clients what it is they're supposed to be doing, rather than asking them to do something.

5. Vision coaching

Vision coaching is about having the coach explain to their individuals what they're supposed to focus on during their session.

6. Laissez-faire coaching

Laissez-faire coaching is when a coach gives the individual all the power in decision-making but helps keep them accountable.

7. Mindful coaching

Mindful coaching is using techniques for clients to understand what might limit their decisions or their actions.

8. Bureaucratic coaching

Bureaucratic coaching is about creating a decision ranking with rules and detailed outlines.

9. Developmental coaching

Developmental coaching is about wanting to create awareness and perspective within clients.

10. Group coaching

Group coaching is receiving coaching either in person or online with people that share similar goals.

11. Transformational coaching

Transformational coaching focuses on helping individuals who are going through major life changes or want to create a major change in their life.

COACHING TOOLS:

Relationship Review

💡 Use this to ensure you have the right people around you to succeed.

Just like an annual performance review, do the same for relationships. On a regular basis reflect on the relationships in your life. Are they adding or subtracting joy from your life?

Constellations: Revealing The System To Itself

💡 Use this to help a team become more aware of their relationships with each other.

Constellations is a popular coaching exercise with a simple premise: a group of people express themselves without words, by arranging themselves in proximity to a central focus – an idea, concept or statement – in relation to their feelings about it.

Appreciative Inquiry

💡 Use this with teams who tend to focus on the negatives and forget to amplify the positives.

The conventional approach to problem-solving is to look at what's wrong. Appreciative Inquiry takes a strengths-based coaching approach. Instead of looking at problems, what is working well in this relationship right now? Discovering your strengths can help you find ways to amplify them.

Wheel of Life

💡 Use this to get a better balance between the important priorities in life.

The Wheel of Life is a popular online coaching exercise. It allows a client to explore different dimensions of their life. The wheel is a visual representation of a person's life. Segments of the wheel relating to different life dimensions.

Lemme know your thoughts, Happy Learning :)