Coaching is probably the most valuable tool by which a leader can leverage their ability and experience to the sustained benefit of their organisation. The ability to enable other people to achieve objectives as well or better than the leader can themselves is the most fulfilling and productive of experiences open to people.
There are a number of coaching models that exist. Probably the most well know is GROW: Goal, Reality, Options, Will.
However, our own preference is one that has been adapted from the excellent (but somewhat dated) Video Arts resource on coaching: The Helping Hand – not least because the steps reflect a systematic discipline, and act as a framework which will help people to sustain their success.
The steps in the model are reflected in the chart on the right, and can be utilised simply by exploring the questions on the right together.Working through these questions can help the coach draw out what their ‘student’ already understands, and enables them to build confidence in their own abilities, and to augment them with well-placed insights from the coach.
Coaching can be applied at virtually any point of the development process – from the person who is totally new to the role, through to the person who is already very competent but is seeking to develop mastery of it. However, the nature of coaching is likely to vary as people gain in competence and confidence.
The empowerment process reflects a series of stages through which someone is likely to progress as a result of engaging in an effective ‘coaching’ process.
In the early stages, there may well be a more directive components (more like teaching or mentoring than coaching) and in the later stages the relationship can even develop to resemble a counselling type of approach, as the student’s skills begin to surpass that of the coach, and the coach seeks to help the student to find further insights and strengths within themself.
This shift of approach is reflected in the diagram below – looking at each step of the coaching process from the more directive approaches of stage 1 (Tell) through to the mutual discovery approaches of stage 4 (Empower).
The purpose of the diagram is to help the coach think through which stage the coaching relationship has achieved, and to propose ideas for how the coach may best adapt their approach to that stage. It also proposes a number of viable tools to help the coaching process within the various steps.
There is no intention to be prescriptive in this diagram – it is merely offered as a stimulus for thinking things through.
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