Everyone in the business coaching profession agrees that
executive coaching works. However, according to Coaching and
Buying Coaching Services (London: Chartered Institute of
Personnel and Development, 2004), an even greater impact,
more sustainable results and increased effectiveness can be
achieved when a systematic approach to executive coaching is
applied.
Novice coaches wonder if effective, experienced coaches possess
mysterious methods for producing magical results. In fact, the
genuine trust that renders coaching effective is created when
both coach and coachee have a clear understanding of the
coaching process and methodology. We have always believed in
the value of such transparency, and have made it a cornerstone
of our practice. To validate our belief, we conducted research
and monitored our own coaching results.
In order to determine and define what actually happens in
sessions facilitated by an effective coach, we observed and
analyzed transcripts and video tapes from executive coaching
colleagues in the US, England and Germany. We investigated
how the coach achieved results, what specific actions the coach
took to improve executive performance, and what distinguished
an effective, experienced coach from a novice. Our observations,
analysis and study of various coaching models led to our
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development of the seven-step Achieve Coaching Model®, which
has been applied successfully in some of the finest organizations
in the world.
Application of the Achieve Coaching Model®
A brief description of each of the seven steps follows, along with
insights into the skills and techniques employed by an effective
coach at each stage.
Step 1: Assess the current situation
In this step, the executive is encouraged to reflect deeply about
his or her current situation. The enhanced self-awareness
obtained by describing that situation helps in identifying areas
to address, and provides a useful context for the sessions ahead.
However, the most important benefit of this step is the
coachee's opportunity to reflect on past events, enhance
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understanding of what specific actions contributed to the
current situation, and how those actions may have stimulated
specific responses in others.
Key coaching behaviors
Makes informed use of assessment instruments (without
relying solely on those instruments) to gain an
understanding of the coachee's situation
Expresses sincere interest in the coachee's life stories
Takes time to understand the situation from the coachee's
perspective
Listens deeply so that the coachee is fully engaged and feels
genuinely understood and valued
Creates a sense of connection and comfort, fostering a
climate of openness and trust
Observes and registers all verbal and non-verbal
communication
Step 2: Brainstorm creative alternatives to the coachee's
current situation
This phase broadens the executive's perspective and creates a
sound foundation for the development of creative solutions and
behavioral change. The objective is to increase the choices
available to a coachee who is facing a challenging situation.
One of the most pressing issues for coachees is the feeling of
being "stuck" in a particular situation with no visible alternate
course of action available. In some circumstances, particularly in
times of heightened stress, perspective can narrow, resulting in
mental and emotional "tunnel vision." The effect resembles a
confrontation with a massive wall--nothing is visible but that
wall.
An effective coach draws the coachee back and restores a
broader perspective, which is a prerequisite for the next stages
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in the coaching partnership. Absent creative brainstorming, the
coachee continues to circle and repeat the same patterns of
behavior. Essentially, the first natural reaction in this "stuck
state" is to do "more of the same."
Key coaching behaviors
Utilizes a variety of tools and techniques to interrupt the
coachee's habitual patterns, thus breaking the "stuck state"
Surprises coachees with creative, unexpected questions
Brainstorms a variety of alternatives to the current situation,
probing beyond initial responses to unearth a broad
spectrum of options
Step 3: Hone goals
In Step 3, the coachee forges alternatives and possibilities into
specific goals. This is the stage at which SMART goals are
created and/or refined, and it is essential that the principles of
effective goals formulation be taken into account. This is more
difficult than it may first appear. Most executives are very aware
of what they do not want. However, they frequently find it
highly challenging to specify exactly what they do want. In this
step, the coach helps the executive to clearly articulate specific,
desired results.
Key coaching behaviors
Encourages precise definition of goals (in positive terms)
Takes time to develop SMART goals
Works with the coachee to develop goal(s) with high
personal meaning and relevance
Ensures that the goals are, in fact, the coachee's
Develops a specific set of measurements with the coachee to
provide clear evidence of goal achievement
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Step 4: Generate options for goal achievement
Having decided upon a specific goal, the aim at Step 4 is to
develop a wide range of methods of achieving it. At this point,
the purpose is not to find the "right" option, but rather to
stimulate the coachee to develop an abundant array of
alternatives. No option, however seemingly appealing, should
form the sole focus of attention. At this stage, the quantity,
novelty and variety of the options are more important than their
quality or feasibility.
Key coaching behaviors
Exhibits confidence in the process and works with the
coachee to develop alternative pathways to the desired goal
Uses a broad spectrum of techniques and questioning styles
to stimulate the coachee to generate options
Provides space and time for the coachee to think creatively
Ensures that the coachee "owns" the options generated
Step 5: Evaluate options
Having generated a comprehensive list of options, the next step
is for the coachee to evaluate and prioritize them. As is the case
in Step 3, "Hone Goals," this is the stage at which an experienced
coach can guide the executive towards developing focus.
Without a well-defined focus for action, the executive is unlikely
to move forward effectively.
We have found that executives who are skilled at evaluating
options for their business objectives often find it difficult to
apply the same techniques to their private lives. In such
situations, the coach can serve to remind the coachee of the
value of these techniques, and encourage their application on a
personal level.
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Key coaching behaviors
Encourages the coachee to develop personally meaningful
criteria for the evaluation of options, since these criteria
form the basis for option selection
Probes the coachee to develop a comprehensive evaluation
of each option
Ensures that the key options and their evaluation are fixed in
writing for future reference
Step 6: Design a valid action plan
As one coach described it, "This is where the rubber meets the
road!" At this stage, a concrete and pragmatic action plan is
designed. One of the main advantages of executive coaching in
industry and commerce is that it provides "just in time" learning
and development when and where an executive needs it. This
stage of committing to a plan means that the executive is ready
to take action.
With many executive development programs, the challenge is
translating "classroom learning" into everyday practice.
Coaching helps bridge this gap, and the executive commits to
taking action using newly acquired skills.
Key coaching behaviors
Creates a detailed action plan with the coachee
Works with the coachee to check the feasibility and
achievability of the plan
Fixes the action plan in writing
Ensures the coachee's commitment to the action plan
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Step 7: Encourage momentum
This is represented as the final stage in the Achieve Coaching
Model®. While the final step in a coaching partnership may be to
facilitate the coachee's execution of the defined action plan, the
role of the coach in encouraging momentum between coaching
sessions is equally important.
As a US coach explained, encouraging momentum is a "crucial
part of the process. Until the new behavior becomes the new
reality, it remains difficult...executives who are in the
transformation
process
need
encouragement
and
reinforcement." We have found that it is important to reinforce
even the smallest steps, since this helps to build and maintain
momentum and increase the executive's level of confidence.
Cumulative small action steps create the critical mass necessary
to accomplish the desired goal. Sustainable change is easier to
achieve with continuous reinforcement and encouragement.
Key coaching behaviors
Demonstrates continuing interest in the development of the
coachee
Organizes
regular
"check-in/keep-on-track/follow-up"
coaching sessions
Takes measures throughout the coaching program to avoid
dependency, and knows when to end the partnership
Conclusion
The aim of this article has been to describe and provide insights
into the practical application of the Achieve Coaching Model®.
Coaches can use the model to structure their coaching sessions
and coaching programs without confining the coach to a
"straightjacket" which inhibits flexibility and individuality. For
those considering hiring a coach, the model provides a
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transparent, forthright description of coaching methodology. It
can also help potential coachees to evaluate coaches when
choosing those with whom they wish to work.
Source:
"Coaching and Buying Coaching Services." 2004. Chartered
Institute of Personnel and Development. London. Available at
http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coach
buyservs.htm?IsSrchRes=1
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2.21 LASER COACHING
L = Learning
A = Assessing
S = Story-making
E = Enabling
R = Reframing
Eleven Points of Laser Coaching
1. People aren't broken; don't try to fix them.
2. The coachee cannot change another person; they can only
change him/herself.
3. Subtract the coachee's self doubt.
4. Coachees want our partnership vs. our advice.
5. The coachee is responsible for the choices they have made in
life.
6. If the coachee thinks they are in trouble, they are. About
anything. If you have any doubt, ask yourself (and ask the
coachee, “Is this really a problem?”)
7. It's probably not personal (the coachee's "unique" situation.)
8. Maslow's Hierarchy of Needs must be satisfied in correct
order.
Maslow:
1. Physiological: food, drink, shelter, relief from pain
2. Safety and security: freedom from threatening events or
surroundings.
3. Belongingness, social, and love: friendship, affiliation,
interaction, and love
4. Esteem: self-esteem and esteem of others
5. Self actualization: fulfill self by maximizing use of your
abilities, skills, and potential
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Coach U’s Path of Development
Restoration:
heal trauma, free of addictions/
compulsions, incompletions ok
Personal Foundation: Standards, needs, boundaries etc.
Adult: internally motivated, money and reserve,
responsible for self and life
Attraction: community, network, friends and family
True Values: career/work integrated into life, expresses
values, values known and honored
Fulfillment: peaceful, happy, effortlessness
Legacy: created and lived, contribution, vision and
purpose clear
9. Converse with the wise part of the coachee.
10. Recognize b.s. immediately.
11. Speak the truth as it occurs; trust your Self.
CONTEXT FOR LASER COACHING
• 4 L’s - Listen, Love, EnLighten, Lead
• New 123 Coach - Listen, Evoke, Clarify, Discuss, Support
• NEW MODEL FOR LASER COACHING TODAY:
T I DA L - Touch, Intrude, Design, Align, Lead
Laser Coaching is about the first two steps: Touching and
Intruding
Traditional Coaching can mistakenly be like classic “Scientific
Problem Solving”:
Situation, Brainstorm, Alternatives, Choose One,
Implementation, Follow Up
Laser Coaching can mistakenly be thought of as doing all that,
but faster or cleaner.
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NO NO, NO, NO - This is Laser Coaching:
Coachee:
I have this pain in my eye, and it is a problem
for me.
Laser Coach: When did this start?
Coachee:
When I started sticking myself in the eye with a
sharp stick.
Laser Coach: Stop sticking yourself in the eye with a sharp stick.
This is the Express version to set up Laser Coaching.
Touch the coachee emotionally, intellectually, physically.
Establish trust.
Be in their shoes
Acknowledge them
Know them
See their vision
Get Permission (10 x more than you think you need)
Intrude.
Interact with what they say and what's behind what they
say.
Listen to and look for their intelligence, values, purpose,
strengths, greatness
Be respectful; use a light touch.
Stand for them; advocate them.
Some laser techniques:
Take a position opposite of what the coachee says.
Exaggerate what they are saying to the maximum.
Point out the inconsistencies.
Step over nothing.
Give them something to disagree with.
Ask them, “What's the best way to work with you here?”
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Ask them, “What else is true about this situation?”
SOURCE: Shirley Anderson, MS, CMC, MCC
Master Certified Coach , Certified Mentor Coach
703 Third Avenue - Frederick, SD 57441
Tel: 1-605-329-2622 - Fax: 1-605-329-2623
Email:shirley@coachmiami.com
Laser coaching involves one or a few coaching sessions to
address an urgent and/or very specific issue. It also can be used
to demonstrate the coaching process to a potential coachee. It's
also useful for very busy people who are reluctant to commit to
a long-term program.
Laser Coaching For Optimum Success
By Faith Monson
Many busy professionals put off success coaching because
they're afraid of the time commitment. They fear weekly one-
hour appointments stretching on indefinitely. Because of that
fear, they miss out on the benefits of feedback from a
professional coach on life, work and success issues.
Laser coaching removes the fear of long-term commitment.
With laser coaching, coachees hone down their concerns to one
bite-sized piece that can be addressed in a single hour. Coachee
and coach work intensively for one hour on that specific issue,
and emerge with an action plan. No further sessions are
necessary. Additional laser coaching on different topics can
always be added without ongoing commitment.
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Laser coaching works best in the following situations:
Situation #1:
The coachee can narrowly define the behavior or obstacle and is
clear about its impact. Because laser coaching has only one hour,
there's no time to dig into the past or uncover cause and effect.
The coachee should come prepared with a clearly defined
problem and objective. For example, a coachee who is fearful
about pulling together a major presentation could meet with a
coach to devise strategies for organizing and presenting the
material, along with positive reinforcement techniques.
Situation #2:
The problem involves interpersonal relationships such as a
problem boss or a difficult colleague. Laser coaching can help
develop skills for dealing with difficult people that manage
conflict successfully. It deals with the here-and-now, not
untangling long-standing patterns.
Situation #3:
The problem is part of a larger issue that can be broken into
smaller related pieces. For example, a coachee who fears public
speaking may choose to deal with that fear over a series of laser
coaching sessions spread out at her convenience as budget
permits. One session might deal with techniques for speaking to
a small group, while another session might cover body language
and gestures. By breaking a big topic into smaller pieces, it's
possible to make progress without a long-term coaching
commitment.
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Situation #4:
The coachee has one or two concerns but is otherwise confident
about his/her life and career. If a coachee only needs help with
one or two defined concerns, laser coaching makes sense as a
time-efficient and cost-effective way to get results.
Situation #5:
A coachee wants to check out a coach before making a long-term
commitment. Starting with one or two laser coaching sessions is
a great way to make sure you and the coach are a good fit.
By making coaching a defined project with a beginning,
objective and clear end, laser coaching as a technique appeals to
many busy professionals. Most importantly, laser coaching
makes success coaching accessible to more people than ever
before, helping professionals become more confident,
productive and fulfilled.
Faith Monson is a Success Consultant who works with
entrepreneurs,
designers,
retailers
and
sales-driven
organizations. She makes people and businesses better by
daring them to be great and helping them to reach their full
potential. Visit http://www.FaithMonson.com or contact her
directly at Faith@FaithMonson.com or 703-237-2077.
Article Source: http://EzineArticles.com/?expert=Faith_Monson
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2.22 POSITIVE COACHING
P = Purpose
O = Observations
S = Strategy
I = Insight
T =Team
I = Initiate
V = Value
E = Encourage
•Developed from GROW and ACHIEVE
•Based on critical questions
•Developed by Vincenzo Libri in 2004
This model addresses the more psychological aspect of the
coaching relationship. It incorporates some psychological
perspectives, such as the inclusion of social support and positive
reinforcement.
Purpose:
The coach encourages the coachee to gain some clarity as to
what they want to achieve from the coaching relationship. The
coach must build good rapport through techniques such as
active listening, open questions, observation, encouragement,
etc.
Observations:
The coach encourages coachees to think about what is
happening
around them. The coach’s role in this phase is to help coachees
see their position with greater clarity and from a holistic
viewpoint.
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Strategy: Once it has been agreed that coaching is a viable
option and the coachee has developed a sound understanding of
their present conditions and environment, an end-state or goal
can be considered. In helping to formulate a goal plan for the
coachee to follow.
‘SMART’ goal-setting is a recommended technique to ensure the
goals are clear, concrete, specific and realistic: (SMART is
an acronym for Specific, Measurable, Attractive, Realistic and
Time-bound.)
Insight:
Here the coach encourages coachees to consider their goal and
what emotions the goal brings. This phase is to determine if the
goal is indeed what the coachee wants, and if it is an accurate
picture of the coachee’s present and future aims.
Team:
If coachees can be made to feel they have a support network
that they can turn to when experiencing difficulty, they are more
likely to continue on their goal path. The coach is one member of
the support team – but coachees should be encouraged to
recognise their network of friends, colleagues, family, etc.
Initiate:
Here the coach encourages coachees to initiate their goal by
taking positive steps towards it, by executing the agreed goal
plan.
Value:
The coach should set weekly or short-term tasks that will lead
coachees eventually to their long-term goal. In this way,
coachees will receive regular feedback on their progress and can
value and celebrate their advancement.
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Encourage:
The coach must help the coachee remain motivated, positive