How to Be an Effective Coach
Coaching was once thought to be the preserve of sportspeople, politicians (in the form of advisors), actors (directors), and musicians (conductors). Coaching for life, business, and individual executives is fast becoming a growth industry as people become aware of the support that is available and how that support can help them to realize their potential. Whether you're a life, a business, or an executive coach, there are some common areas that you need to engage in if you are to operate effectively.
1. Know clearly the lie of the land.
The style of coaching adopted will be affected by a multitude of factors-has an individual sought help, has an executive sought intervention for an employee, what is the culture of the organization, has a board sought help for an executive?
2. Reach agreement up-front.
Professional coaching begins when an agreement is signed by the person paying for coaching services. It should address such things as time and venue for meetings, frequency of meetings, postponing meetings, telephone and e-mail contact, privacy, confidentiality, grievance process, professional fees and fee-payment (ideally, in advance), and any other documentable items. An agreement takes care of all the nitty-gritty areas enabling coach and client to get the most from the exercise. Coaching sessions must be much more than friendly chats.
3. Adopt an accepted framework.
One of the widely used coaching frameworks is the GROW Model - Goal, Reality, Options, and Wrap-up. Considerations associated with each of the four steps could include:
• What is it that you want? What are your GOALS? Ideally, goals are established by the client; though he or she may need your help in identifying and setting those goals. Think SMART when setting goals-Specific and Stretching, Measurable, Attractive, Realistic, Time-frame.
• What is happening now? What is your current REALITY? Discuss with the client what the reality of the current situation is for him or her. Your main interest is what's happening for the client in the here and now.
• What could you do? What OPTIONS are available to you? Explore options to help provide different perspectives on issues; brainstorming is one method of exploration.
• What will you do? What is the way forward or WRAP-UP for you? Before ending any coaching session, you
need to plan with the client's input what is to happen next-a plan for action, if you like.
4. Conduct a personality profile.
The more you know about the individual, the better placed you are to help him or her achieve the desired goals. There are a wide variety of instruments and style inventories from which to choose, such as the Myers-Briggs Type Indicator (MBTI), the DiSC Personality Profile System or the Personal Coaching Style Inventory (PCSI). Before using any instrument, check any accreditation requirements. If you're not tre luoi an accredited user, you might choose to make use of one of the many online testing services available.
5. Develop a life plan.
A life plan is a useful life- and executive-coaching tool that helps to identify areas for which goals can be set. A life plan ensures that it is the client who sets the agenda and that coaching remains solution-focused. A wide variety of tools can be adapted to suit particular needs or you can develop your own. The 'Life Wheel', adopted in the best sellers BLINK! The Speed of Life and Success: Full Living, employs the '7Fs', which encourages clients to assess their achievements (on a ten-point scale) according to 'Family', 'Friends', 'Finances', 'Fun', 'Fitness', 'Formal and informal education', and 'Faith'. The completed wheel provides a useful picture of the balance in the individual's life at that moment. The life plan facilitates goal-setting.
6. Construct an intervention plan.
An intervention plan helps to explore options and can take a variety of forms. Strategic Coach, Dan Sullivan, has developed what he calls the 'D.O.S Conversation' in which 'D' = 'Dangers', 'O' = 'Opportunities, and 'S' = 'Strengths'. Sullivan encourages the coach to work with the client to identify the three major dangers confronting him or her, the three major opportunities, and three of his or her major strengths.
7. Produce an activity plan.
An activity plan can be associated with any wrap-up of each session. The activity plan details actions to be taken, by whom, anticipated completion date, any associated costs, and what measures will be used to determine the successful accomplishment of the actions taken.
8. Compile a catalogue for yourself.
For a coach, list any resources that may improve any coaching intervention is essential. The local business community provides a rich source of information. So, too, should notes or records, lists of potential, personal, procedural, and structural stressors in specific work environments and appropriate strategies that could be considered to eliminate or reduce the effects of the stressors. Such a catalogue will become your first point of call for need-to-know information.
9. Continue to develop your skills.
Coaching is a professional activity that calls on a wide variety of personal skills. There will inevitably be times when you need to learn new and better ways of handling particular situations. Some of the coaching skill-builders include really hearing what others are saying, asking the right questions, solving problems, decision-making, dealing with difficult people and situations, establishing rapport, giving and getting feedback, mediating in disputes, stress management (in self and in others), group facilitation,and dealing with workplace issues.