The Coaching Model The Coaching Model

Program Roadmap

Step 1 SituationStep 1

Situation

I. The Impact of Coaching

Step 2 OptionsStep 2 Options

S

Step 3 Action Plan

Step 3 Action Plan

Step 4 Reinforcement

Step 4 Reinforcement

OA

R

Communication Listening

Body LanguageQuestioning

Phone Coaching Ride Along Coaching

III. Coaching Model

IV. Coaching Skills

The Value of Coaching Motivation & Performance

II. Coaching DimensionsCreating a Coaching

EnvironmentTypes of Coaching

Coaching Considerations

Coaching Model

• Process that contains four simple steps• Creates a predictable progression

toward outcomes• Creates a collaborative environment• Does not have to be a linear process

Step 4 Reinforcement

Step 4 Reinforcement

Step 3 Action plan

Step 3 Action plan

Step 2 OptionsStep 2 Options

Coaching Conversation

Step 1 SituationStep 1

Situation S

O

A

RSOAR Model

Directive• Establish the focus for the

coaching discussion.

• Give the employee feedback about his performance.

• Tell the employee why you think he needs to change.

• Tell the employee what you think his underlying need is and why.

Non-Directive• Ask the employee to establish the

focus for the coaching discussion.

• Ask the employee to evaluate their performance.

• What specific outcomes do you want to accomplish by the end of our coaching?

• What is the problem you are trying to solve?

• How will you know you’ve been successful?

S Situation

• Ask the employee to establish the focus for the coaching discussion.

• Ask the employee to evaluate their performance.

• What specific outcomes do you want to accomplish by the end of our coaching?

• What is the problem you are trying to solve?

• How will you know you’ve been successful?

Non-Directive

Tips• Listen more than talk• Don’t get hooked on the story• Use silence

S Situation

O Discover Options

• Tell the employee what you think his goals should be.

• Ask his opinion. Are there other options that you and he can explore.

• If you have observed him in action, identify the barriers you see and give good, specific feedback.

• Gain commitment on his course of action .

Directive Non-Directive

• What needs to happen?• What have you tried (thought of)

already?• What have you seen work for

others?• How does this option relate to

reaching your goal?• What would be the outcome of that

approach?• What are both the positives and

negatives.

O Discover Options

Tips• Remain neutral• Push for multiple options

Non-Directive

• What needs to happen?• What have you tried (thought of) already?• What have you seen work for others?• How does this option relate to reaching

your goal?• What would be the outcome of that

approach?• What are both the positives and negatives.

Discover OptionsPossible Solutions

1 2 3 4 5

Will that solve your problem?What are the consequences of that solution?

employee ManagerWhat have you

tried so far?

Step 4 Reinforcement

Step 4 Reinforcement

Step 3 Action plan

Step 3 Action plan

Step 2 OptionsStep 2 Options

Coaching Conversation

Step 1 SituationStep 1

Situation S

O

A

RSOAR Model

A Create an Action Plan

• What action plans have you made/or will make?

• How will these actions contribute to achieving your goal?

• Is it really feasible /possible to meet that deadline? Why or why not?

• Would it help to take this in smaller pieces?

Directive Non-Directive

• Tell the employee what you think his action plan should be.

• Ask his opinion. Look for agreement..

• Tell him what steps he needs to take to accomplish his action plan.

• Set the time line and confirm agreement.

A Create an Action Plan

• What action plans have you made/or will make?

• How will these actions contribute to achieving your goal?

• Is it really feasible /possible to meet that deadline? Why or why not?

• Would it help to take this in smaller pieces?

Tips• Don’t take notes• employee must be specific

Non-Directive

R Reinforce

• Advise him on what to do if he meets resistance.

• Summarize what you think he should do and discuss possible barriers.

• Ask the employee to review what has been learned.

• Re-emphasize your support.

• Ask questions to explore the resources needed and to uncover possible barriers.

• Clarify what action is needed to clear these barriers and where you can assist.

• Support by ensuring co-operation from others, use of resources, change in work priorities or delegation of authority.

Directive Non-Directive

R Reinforce

• Ask questions to explore the resources needed and to uncover possible barriers.

• Clarify what action is needed to clear these barriers and where you can assist.

• Support by ensuring co-operation from others, use of resources, change in work priorities or delegation of authority.

Tips• Help employee be realistic• Assure accountability

Non-Directive

Coaching Tips• Make sure the employee knows you are

coaching him

• Choose the right environment

• Create a focus for the session

• Don’t get hooked on the story

• Don’t assume you have the “right” solution

• Listen more than talk

• If you’re thinking about the next question to ask, you're not listening

• Suspend judgment

• Maintain confidentiality

Step 4 Reinforcement

Step 4 Reinforcement

Step 3 Action plan

Step 3 Action plan

Step 2 OptionsStep 2 Options

Coaching Conversation

Step 1 SituationStep 1

Situation S

O

A

RSOAR Model

Coaching Check ListStep 1. Communication styleStep 2. Create the right coaching environmentStep 3. Level of motivation and key motivatorsStep 4. Generational/Cultural considerationStep 5. Focus for the coaching sessionStep 6. Type of coaching - Directive or Nondirective