Coaching models are used by coaches primarily to structure a 1-2-1 or group coaching session. If not structured, then executive coaching sessions runs the risk of not addressing the key factors effecting a coachees ability to achieve their coaching goals. By not using a structure there is also a risk that a session might descend into simply a nice chat rather than remain focused on supporting a client to meet their coaching goals which are generally identified and set at the beginning of a coaching assignment.
In my experience clients appreciate the structure and especially the solid outcome of an action plan in which they can immediately implement. The power and value of effective coaching comes from the fact that the client is facilitated to come up with their own conclusion and action plan that they will own and take forward. The skill of the coach is to instinctively know how to guide the coachee through the various stages of their chosen model to ensure that the most pertinent information is brought to the fore before moving onto the next stage all the way through to its completion of creating an action plan.
The GROW model
Coaches use various coaching models with the most popular being the GROW model. This was originally identified by Sir John Whitmore.
GROW represents four stages in the coaching conversation:
- Goal
- Reality
- Options
- Wrap up or Ways forward
This model takes the client from goal setting at the beginning of the session through to exploring where they are now in relation to their goals, exploring options they have to moving forward and finishing with a commitment to carry out their action plan.
These four stages are explained in more detail as follows.
Goal
From the beginning of the coaching conversation you logically start with establishing what the coachee wants to achieve. Establishing goals at the outset of the session helps to give the session purpose and focus making it a meaningful conversation opposed to just a nice conversation. At this stage the goal might represent the bigger picture of what the client is trying to achieve e.g. get a promotion, be a more effective manager, find a new job for example.
Reality
Once the goal is identified then the next stage is about establishing where they are in relation to the goal e.g. what have they done to date to move towards that goal? What are their current skills and knowledge level? This stage is all about helping the client to gain a clear understanding of the situation and their context and to help build their confidence. Scaling techniques are useful at this stage to establish where a client in relation to achieving their goals.
Options
At this stage of the model it’s about supporting the client to explore the options that are available to them. There can be a tendency at this stage for a client to want to action the first ideas that they come up with and conclude the session. However, it is the skill of the coach to challenge this thinking and get the client to think more broadly about the possible actions they could take to get to where they want to go. Brainstorming and mind mapping are useful tools to use at this stage. The aim is to leave nothing unchallenged and considered. Good questions include, what has worked in the past? How do others approach it? What would you do if anything was possible?
Wrap up (or Way forward)
This final stage is where the whole session leads to a natural conclusion. On considering a multitude of options and ideas of how they could achieve their goal they are well placed to choose the most appropriate and commit to a choose course of action. The coach facilitates this process ensuring the all options have been carefully considered and that the client is clear on what their next steps will be including colleagues they may need to engage with, when and where actions will need to be made.
Although this explanation of the GROW model has been provided in a linear sequence you can revisit any stage of the process with a client depending in their needs. For example, having gone through each of the stages and looked at options it might be that client feels they need to adjust their goal to something more realistic and achievable with the time they have allowed themselves.
The CREATE model of coaching
Although the GROW model is a well-known and robust model there are certain areas that it doesn’t address and this is why in my own coaching practice I like to use the CREATE model, which was originally devised by a top 10 UK executive coach Ros Taylor of RTC Leadership & Coaching.
CREATE represents six stages in the coaching conversation:
- Check goals
- Research facts
- Examine issues
- Acquire ideas
- Test solutions
- Enable actions
These six stages are explained in more detail as follows.
Check goals
This first stage is similar to the Goal phase of the GROW model in that it is the all-important initial stage where the client considers what they want to achieve or any issues they have but haven’t been able to overcome. This might generate a number of different goals although it is important that the most important ones are chosen. Good questions for this stage include, what goals do you want to achieve this year? Where are you stuck? What do you want to improve?
Research facts
The next phase in the model includes researching everything about the goal or challenge that the coachee is facing. Importantly at this stage you aren’t focusing on the solution but the root causes of the problem. This is about delving into the issues and the context in which the client is operating. Good questions include why have you not been able to achieve your goal(s) previously? What’s holding you back? Who else is involved? Through this exploration the aim is to create a set of highlights that are the key elements involved in the challenge being faced by the client. Issues are explored to expand knowledge and understanding of the goal.
Examine issues
At this next stage of exploration, it’s about seeing the problem or goal from all perspectives. The coach should at this stage be using incisive questioning to really unpick the problems and issues and refine them down to the most pertinent in relation to the chosen goals. Good questions to ask here would be, if you weren’t in your current role how might you view the situation differently? What’s not been said so far but has an impact on the situation? The aim is to really clarify the key issues and end with a ‘How can you…’ statement in relation to the main facts and issues in the situation
Acquire ideas
Stage 4 is where the client and the coach brainstorm as many ideas as possible in relation to how the client could move forward towards effectively achieving their goals. In my own practice I tell clients to consider me as a ‘thinking partner’ who is there to support and build on their own thinking which clients say they greatly benefit from. Often people come to coaching as they feel like they have just run out of ideas so the process is designed to stimulate fresh thinking. After all the ideas have been expressed and considered the client now moves to choose which ones they want to take forward into their own action plan.
Test solutions
The previous stage is very much an exploratory phase whereas this 5th stage is about critical and analytical thinking. By this I mean that whatever solutions or actions might be chosen it is important for the client to really thinks about the practicalities of these and whether they are actionable. If some are not then it’s a case of refining these and should they not be effective what would be a way around to make it workable. Further brainstorming might be required to ensure that ideas can be incorporated into working practice.
Enable actions
The final step is where everything is brought together into a coherent and workable action plan. Questions would include, what are the key action steps needed to implement the solution? How long will you give yourself to undertake the actions e.g. timeline? Who else needs to be involved? What mechanism will be put in place to monitor performance? Making sure action plans are completed is core to the overall success of the coaching engagement. What many of my clients like about working with me is that I can hold them accountable throughout the process and during subsequent coaching sessions.
Conclusion
Some coaches choose not to use models at all as they would argue that models can be constraining. In this case the emphasis is left to the coach to respond entirely to the client and their needs at a particular moment in time with more focus being put on the process of coaching e.g. raising awareness, active listening, incisive questions, summarising and feedback. In my experience since learning the application of the CREATE model I have felt entirely comfortable with this coaching model to form a central part of my practice and I like the fact that it builds on the established GROW model to really dive deep in the issues surrounding the problem and also testing solutions to consider what to do if the initial plan is unsuccessful.
Next time you’re speaking to a coach, why not ask them if they use models and why?
If you’re interested to find out how executive coaching could help you, get in touch to schedule a free call with me via message, mobile on 07802 629 906 or email at simon@threehats.co.uk
Further reading
Coaching for Performance, 4th Edition: GROWing Human Potential and Purpose (People Skills for Professionals) by Sir John Whitmore (Paperback – 12 Mar 2002)