Coaching Models.pptx

7/28/2019 Coaching Models.pptx

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Great at questioning and listening Rephrases to clarify what is happening in the

persons mind.

Helps employees look at situation from morethan one perspective. Reframing situations.

Clarifies what is important.

Helps the employee see opportunities where he

didnt see one before. Demonstrates the type of behavior,commitment to the vision, and level ofperformance he expects to see.


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Goal What do you want? Agree topic fordiscussion, objectives and set long term aims (ifappropriate)

Reality What is happening now? Invite self-

assessment, offer examples of feedback, discardirrelevancies, keep real

Options What could you do? Consider the fullrange of options, invite contributions from coachee,

make choices

Wrap up What will you do? Commit to action,identify obstacles, make plans for training and support


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S Spot the learning need and the opportunities to meet them

T Tailor learning content and style to the needs of the individual

E Explain and demonstrate how the task should be done

E Encourage individuals while they practice

R Review progress during practice and on completion


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Currentsituation

Ideal foroutcome

Gapsbetween C

and I

Actionplan

Review


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O Outcome. Your destination. This is where you clarify

the outcomes around any given situation

S Situation. Your starting point. This is where you getclarity around where you are right now

C - Choices and Consequences. Your route options. This

is where you increase awareness about the

consequences of each choice. A Actions. Your detailed plan. This is where you take

responsibility for your own action plan.

R Review. Making sure you are on track, checking you

are on course.

Outcome Situation Choices Actions Review


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Objectives Understand thereasons Take Stock

Clarify the gap OptionsgenerationMotivate to

action

Enthusiasm andencouragement Support


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Objectives. What is the employee attempting to achieve?

Understand the Reasons. This is an important step as it is vital thatthe reasons behind wanting to achieve the objective are understood

Take Stock of the Present Situation. It is important to spend timeanalysing the reality of the present situation

Clarify the Gap between where they are now and where they need toget to, in order to achieve their objective

Options Generation. The pros and cons of each option need to bediscussed

Motivate to Action. Once the options have been discussed and thebest way forward agreed

Enthusiasm & Encouragement The manager must at all times

show enthusiasm for the objectives ahead and encourage theemployee to do as best they can

Support. The manager must always show support for the employee inthe tasks agreed and must also ask if there is any support that theyhave to put in


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Reflect

Evaluate

Strategise

UnderstandListen

Take action

Strategise


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R - Reflect -Take time to think, ask questionsand re-frame

E - Evaluate -Carefully assess all the forwardoptions

S - Strategise -Select the plan(s) with the bestchance of succeeding

U - Understand -Appreciate what resources willbe needed to succeed,

L - Listen -Pay attention to the input ofemployees and colleagues

T - Take Action -Implement plans and follow-though persistently

S - Systematise -Ensure that processes arepermanently changed


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Subject.The coach needs to check that the subject isone that ispermitted within the terms of anycontract.

Target identification. Very often, the coachee alsobrings a target (goal) with them to the session

Emotion. The coachee will have a range of emotionsassociated to the subject which must be considered

Perception and Choice. Coaches aim to widen thecoachees conscious perception of their issues and

targets. Plan and Pace.The plan (P2) leads to the Target. It

will be a process, not a series of choices.

Adapt or Act. It is important to adequately review thePlan before seeking commitment.

Documents

Coaching Models.pptx