Core coaching skills, models, frameworks, agreements, contracting
Coaching requires skills, such as listening, questioning and giving feedback, but all of these should already be developed to some extent in line manager coaches and in coaches more generally. What makes them effective is the coaching mindset, and this we can summarise as the three Cs: Caring: Co-learning: Creativity: © David Clutterbuck,...
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Developed by Peter Hawkins CLEAR stands for Contracting, Listening, Exploring, Action Review. CONTRACTING The emphasis at this stage is less about establishing goals than agreeing broad purpose and expectations of the learning relationship. LISTENING Still refraining from making judgements about what the coachee “needs”, the coach gives them space to describe their issue in their...
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OSKAR derives from solutions focused coaching. It’s a more sophisticated version of GROW and has much the same pluses and minuses. O stands for Outcome This is a wider concept than the G (for Goal) of GROW and involves exploring with the coachee: S stands for Scaling Scaling is a common coaching tool and frequently...
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The Starr model (created by Julie Starr) looks at five core coaching skills, as in the diagram below. Effective coaches:...
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Recommended good practice is for coaches to spend at least 30 minutes in quiet reflection after a coaching conversation. It’s helpful to use the following headings to structure this reflection: Issues What topics did we explore? Where these expected or unexpected? Did we dig into them in sufficient depth? What other issues arose, which I (more…)
Recommended good practice is for coachees to spend at least 30 minutes in quiet reflection after a coaching conversation. It’s important to set this expectation both for the coachee and their boss! It’s helpful to use the following headings to structure this reflection: Issues Insights Ideas Intentions © David Clutterbuck. All rights reserved...
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It’s easy to assume that a coaching client is ready for coaching, but as every experienced coach knows, that isn’t always the case. Some clients are there reluctantly, because they have been sent – so they may even arrive with an adversarial attitude towards the coach. Others may recognise the value of coaching in general (more…)
Recommended good practice is to spend at least 15 to 20 minutes preparing for a coaching session. This time should be spent: Reviewing previous coaching conversations with this coachee and planning how to approach this session Reflecting on the questions, which might give them insight into the issue they are bringing for discussion today. (It (more…)
This guide to coaching and mentoring conversations is based on observation over nearly 30 years of what effective coaches and mentors actually do, not on assumptions of what they ought to do, according to some (often unvalidated) theory. It has no fancy acronym (unless you think that PIESSS qualifies as one). It does, however, present...
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Nobody observes how you work and behave better than your team. Research shows that teams have a much more accurate perception of their boss’ leadership strengths and weaknesses than their boss does of theirs. So your team can be a valuable resource for your self-development – if you permit them. If you want to use (more…)
