Coaching Process Flashcards
Three Phases of Coaching Process
Context, Content, Conduct
The Journey:
Our Map
Our Vehicle
Our Compass
Our Map: Coaching Process
Our Vehicle: Coaching Competencies
Our Compass: Guiding Principles
Guiding Principles
Adhere to High Standards of Ethical Conduct
Focus on the Client’s Agenda
Earn the Right to Advance at Each Stage of the Coaching Process
Gain Commitment through Involvement
STAR Framework
STAR stands for…
Situation
Task
Action
Result
STAR framework:
What is the STAR framework?
The STAR framework is a useful tool for gathering complete critical incident examples.
STAR framework:
Questions for each phase of the STAR framework:
Situation: What was the trigger event? When? Where? Who were the players?
Task: What were your intentions? Objectives of others involved?
Actions: What did you do? What behaviors in others did you observe? What were you thinking and feeling?
Results: What was the outcome? What worked? What did not work? Lessons Learned?
Guiding Principle One: Adhere to High Standards of Ethical Conduct
Tasks
Devise a clear definition and philosophical orientation to guide your practice throughout the coaching process; commit to continuous personal and professional development
Honor confidentiality and privacy—respect human and individual rights (“first do no harm”); acknowledge individual differences and diversity—strive for intercultural sensitivity (respect & dignity)
Manage personal boundaries with clients, avoid conflicts of interest, and adhere to all applicable laws
Guiding Principle Two: Focus on the Client’s Agenda
Tasks
Concentrate on the client’s context (personal and organizational), where they are in their learning and change process, change agenda, rather than your agenda
Make sure that everything you say, everything you do, every suggestion or recommendation you make, is of value to the client and promotes their agenda (i.e., aligned expectations)
Always ask yourself the question, “What’s in it for the client?”
Guiding Principle Three: Build Commitment through Involvement
Tasks
Talk less, listen more by asking powerful, high-leverage questions and helping clients make discoveries for themselves
Realize that opposition and resistance is a natural part of the learning and change process, and is often a sign of involvement and should be explored with the client rather than stifled
Involve the client at every phase of the coaching process in defining their situation, determining their needs, exploring options and developing solutions
Guiding Principle Four: Earn the Right to Advance
Tasks
Help clients move from the general (or foundational work – quick wins to build confidence) to the specific (or more advanced work, outside of their comfort zone)
Help clients connect potential options to core organizational and personal values, linking each suggested intervention to their goals, wants or needs
Help clients make explicit the progress they have made toward their goals and the work yet to be done (i.e., their emerging “story”)
List the types and context of Response Modes
SUPPORTING
Affective: internal context
Objective: external context
Listening: communicates deep desire to understand and fosters clarification
CHALLENGING
Honest Labeling: direct, “straight-talk”, encouraging clients self-confrontation
Four Coaching Competencies
that make up the
Success Pyramid
Relating Questioning
Coaching Presence Listening
Ekman’s 7 Universal Expressions (+ 1)
Surprise anger disgust fear Sadness Enjoyment/happy Contempt (Shame)
Non- Verbal Cues & percentage of communication
55% body language
38% tone
7% words
ORID and the 3CP map
Objective Data (what’s happening) Reflective Data (what does it mean?) Interpretive Data (how am I feeling or reacting?) Decisions Data (what do I do. How do I respond?)
