Coaching models are structured frameworks that assist people with moving from where they are currently to a desired future state.
Importantly, these models ensure that coaching sessions remain focused on the client’s future improvement and do not wander off track.
Numerous coaching models exist today for a variety of purposes.
There are coaching models for individuals, executives, and teams, while others are specifically geared toward career or leadership development.
Below we have listed a few of the most popular.
The GROW model
The GROW model was developed by business coaches Graham Alexander, John Whitmore, and Alan Fine in the 1980s.
The model, which is used extensively today, features four steps:
- Goal (G) – the coach first works with the client to develop a clear vision of where the latter wants to be.
- Current reality (R) – for the client, this is their starting point. In other words, where are they now and what is happening to them?
- Options or obstacles (O) – in the third step, several paths forward are devised and possible obstacles or challenges are clarified.
- Way forward (W) – where both parties decide on a clear plan of action with defined steps. In most cases, the client has “homework” they must complete before they next meet with the coach.
The flow model
The flow model is a framework that enables individuals to reach a mental or emotional level where performance is optimized.
This level, where the individual is energized, focused, and fully engaged is known as flow state.
The flow model has three components:
- Goals – these must be objectives that will consistently motivate and inspire the client.
- Balance – the above can be facilitated by objectives that strike the right balance between challenge and perceived skill. Too hard, and the individual becomes overwhelmed and quits. Too easy, and the individual becomes bored and does not grow.
- Feedback – to accelerate the client’s development, the role of a high-performance coach is to give effective, insightful, concise feedback.
Action-centered leadership is a simple model that was developed by British leadership theorist and academic John Adair.
It provides a tried and tested blueprint for the management and monitoring of teams, groups, and organizations.
Adair believed that individuals could be coached to become good leaders. In other words, the ability to lead was not simply a trait one was born with.
Adair’s coaching model is illustrated with three circles that represent various leadership responsibilities:
- Achieve tasks – this includes defining tasks and activities, creating strategies and plans, and establishing parameters for timing, reporting, and quality.
- Manage individuals – leaders are effective when they understand subordinate motivations, needs, and fears in detail. Management entails support, encouragement, coaching, rewards, praise, and constructive feedback. It’s also important for leaders to spend time with more reserved individuals who are reluctant to contribute.
- Create teams – leaders must also be coached on creating and managing teams. They must ensure teams remain cohesive and prioritize values such as unity and collaboration. Adair also noted that superiors could be coached to establish the right culture, anticipate (and resolve) conflicts, evaluate and modify team composition, and establish standards of individual and team behavior.
- Coaching models are structured frameworks that assist people with moving from where they are currently to a desired future state.
- Two examples of high-performance coaching models include the GROW model and the flow model. The former was developed in 1980 by a trio of business coaches and remains popular today.
- Another high-performance coaching model is John Adair’s action-centered leadership framework. Adair believed that individuals could be coached to become good leaders and it was not a skill that one was simply born with.
Read Next: GROW Model, High-Performance Coaching, High-Performance Management.
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