Coaching Models and mine…

I am sure, just like I have, you would have experienced that situation where you have talked to a person (or persons) numerous times about an issue, and whilst you feel relieved in sharing the burdensome story, you are back to square one, just like a boat afloat on still waters, without its oars? Repetitive, lost, without a direction, without an outcome.

One of the MAJOR differences in coaching conversations is the focus on outcomes and the importance of moving forward. Coaching conversations provide that necessary gutsy stretch, pivoting point of view and paradigm shifts to the client / coachee to facilitate their growth, enable and empowering them in drive, deep motivation and inspiring, compelling actions, outcomes that matter.

In this FLOW5 C.O.A.C.H process, we take a deeper look at managing and crafting the O = Outcomes. I have shared earlier on one of the more infamous coaching models, the GROW Model, which can be read here. Other than The GROW Model, there are also other models to address different needs and contexts of clients / coachees.

Somewhat similar to The GROW Model, The FUEL Model, by John Zenger and Kathleen Stinnett, detailed in their book “The Extraordinary Coach: How the Best Leaders Help Others Grow.” focuses on Leader-Coaches.

F = Frame the Conversation : Setting the space, the context and the parameters to ensure that the coachee is clear of the process, BUT still has the ownership, freedom of the content and action.

U = Understand the Current State : Using powerful questions, listening actively allows the coach to check for underlying self-beliefs of the coachee’s behaviour / situation.

E = Explore the Desired State : Following the last step, the coach facilitates the visioning process with the coachee, exploring the feel of success, uncovering alternative, different paths, and determining priorities.

L = Lay out the Success Plans : Finally, a step-by-step plan is planned out by the coachee, with clear milestones, timelines and resources for making the plan a success.

Another model, is called The O.S.K.A.R. Model, which is a solutions-focused coaching model by Mark McKergow and Paul Z. Jackson in their 2002 book, “The Solutions Focus: Making Coaching and Change SIMPLE.” This model presents a more action oriented specific process that is especially useful for team coaching.

Source: Mel Leow, Catalyst Coach Certification notes.

All the three Coaching Models – GROW, FUEL, OSKAR have many common themes; they all focus on bringing the client / coachee forward, setting clear contexts / frames, exploring options for success, holding a positive space for learning, growth and empowering the client / coachee to take action.

Having tried the various models on different clients, for different situations, the acceptance level and the adaptability of the client / coachee can differ. A client that is more convinced by information, resources, time seem to take on OSKAR very well, and allows them to follow-through with a clear, detailed action plan. However, this client may find that GROW or FUEL lack the organized, structure that is needed. Then again, this is just my humble opinion.

So, in order to develop my own model, I had to dig deep to consider various elements.

  • Who am I as a coach?
  • What is my mission as a coach?
  • What made me who I am today?
  • Why am I doing what I am doing?
  • Which story am I leveraging on?

Then, I had to also refer to my clients, their personas and lives.

  • What do they do in their life?
  • Why are they in need of help?
  • What are their strengths, hidden talents, undiscovered self?
  • What do they need to work on to move forward?
  • How can I help them?

“Life moves pretty fast. If you don’t stop and look around once in a while, you could miss it.” ~ Ferris Bueller

In my past experience, the challenge always lies in turning around negative situations in corporate, especially when it comes to people. Not every organization has the luxury of training and developing Manager-Coach skills, and more often, an employee is not fortunate enough to have good sessions to enable them to maximize their potential. Meetings with managers typically are anxious, hazy speed-dates. Performance review meetings are laced with monetary innuendos, distracted by goals, elusive training opportunities and tip-toeing around possible promotion & growth plans.

Coaching should not have to happen as the last resort, meant for the exclusive few, and grasping for notes of success, like a needle in the haystack. Coaching can facilitate to create moments of change. We all remember those moments that made a difference to our lives. When someone reaches out to help us through our darkest times. When a kind soul shows us some charity. When we ourselves, decide to assist another in their time of need too. Opportunities for coaching can arise at any moment, just like a learning moment.

I wanted to harness the power of being present in that moment to leverage that tipping point, evoke awareness and anchor the transformation of a person. I wanted to help capture the opportunity that is presented to create that compelling reason, and significance to move someone forward, closer to their goals, dreams.

Eureka! (Hahaha, as cliche as it sounds…) I would like to introduce to you Coaching Moments – Crucial Conversations That Matter.

A big part is based on The GROW Model, however, it is focused on helping especially managers in a situation with employees, where time-frames are short, quick turn-around is needed, urgent implementation of actions, yet provide that space for sharing, feedback, and addressing the neurological levels at work scenarios. It can be used to build the relationship between managers and their teams, and even peers.

The Coaching Moments Model has 4 stages – State, Story, Strategy and Steps.

State – The coach starts with the context of building rapport and understanding the state of the coachee at that point in time. The coach quickly checks-in with the coachee’s coping mechanism and 5 states – mental, brain, body, spirit and emotional, to help the coachee to start gaining some self-awareness of themselves in the given scenario.

Story – The next step is to listen to the story that coachee is crafting for his / her situation. Powerful questioning and listening actively will uncover the different filters, metaprograms and neurological levels of the coachee. The essence is facilitate the coachee’s discovery of insights, and deeper self-awareness.

Strategy – Strategy is the first ideation step for crafting their outcomes and next steps. This enables and empowers to coachee to take into consideration their overall direction of change. More often than not, in a typical corporate scenario, a coachee will jump straight to the ‘doing’ mode, trying to achieve something, without having an overall committed game-plan. Reviews and derailers could ultimately be helpful as part of the strategy towards success.

Steps – Last but not least, in the frenzy of the demands at work, the coachee needs to prioritize which steps of change that can enable him / her to level-up the game. These baby steps, will be important to create focus, and sustainable change.

Copyrights by Shereen Kaur

I have often observed opportunities for crucial conversations spiral out of control, and end up in La La Land, as these conversations end up with actions to be taken by the manager and bounce around aimlessly as a complaint session.

By using the 4S method in a Coaching Moment, a more caring, holistic, empowered conversation can lead to creating a purposeful moment of impact, for example, empowered understanding, inspired action, purposeful career, learning.

Having put to the test, some key take-aways for me using The Coaching Moments Model:

  1. Addressing the state of the coachee at the beginning quickly builds rapport, helps the coachee to realize some neutral, external observations, and enables them decode the significance of the situation that they are in.
    • For example, the coachee who couldn’t finish that report for 3rd time, will be surprised that the manager-coach highlights the lack of his energy coming to work lately, and that he seems distracted during the meeting this morning.
  2. Refocusing the spotlight of the situation to the coachee to explain their story, takes away the stress from the manager-coach to find justification in the situation. Using powerful questions, listening actively the manager-coach can help the coachee see a different perspective.
    • For example, the coachee will explain how he wish he could do it differently, and through powerful questions, find some answers and own insights.
  3. Determining a strategy that could help with the overall career of the coachee in this scenario, will help place importance towards the situation today.
    • For example, The coachee will probably look at possible resources, own working styles, determine timelines, in order to be a better performer for that year-end promotion.
  4. Lastly, most often managers will jump straight into this step for quick turn-around. However, if the first 3S stages are done well enough, the last stage is a simple follow-through.

What do YOU think of The Coaching Moments Model? Try it, and let me know any feedback.

Definition of Moments

A brief period of time / a stage / an opportunityImportanceA turning effect produced by a force acting at a distance on an object

Reference: Oxford Languages

Published by Shereen Kaur

Coach, Consultant, Wellness Advocate, Artist, Mom

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