A Coaching Model created by Boris Drizin
(Executive, Business, Leadership Coaching, BRAZIL)
Theory without practice is sterile, practice without theory is blind. Kurt Lewin
Experience without theory is blind, but theory without experience is more intellectual play. Immanuel Kant
Introduction
- What is a “Model”, also known as “Working Model” or Framework?
- Why is it essential to have “My Coaching Model”?
- How do I benefit from it?
What is a model?
A model is an intellectual device that highlights the key elements of a process and their interrelationships. It can be visual or verbal. A model includes whatever elements the developer considered most essential and eliminates others. It does not replicate every detail of a process, event, or phenomenon.
A coaching model refers to a general guide or a framework of ideas for understanding and navigating an approach to coaching. Coaching models help practitioners and students of coaching think about and understand the process of coaching. Coaches
can use their model to generate interesting questions for reflection on coaching effectiveness, then to guide improvements.
The use of a model can lead to greater insight and understanding, as well as new ways of thinking about the structure and process of coaching. A model simplifies and clarifies the complexities of coaching. Rather than ignore the complexity of the coaching process, coaches can use a model to focus on essential factors and manage the complexity. Although individual models may differ, they focus on what is fundamental to coaching and give coherence to the underlying structure of the coaching process.
As a conceptual tool, the coaching model facilitates the process of inquiry that is crucial to ongoing learning about coaching effectiveness. Because a model clarifies the big picture and highlights specific elements of coaching, you can use your model as a springboard for such questions as: What are the boundaries of coaching? What core practices am I using and why? Where do I need to put more attention? To answer questions like these, reflection is required. Your responses may change as you reflect on your coaching process, assess your effectiveness, and evaluate your practice. In fact, more than likely, they will. Therefore, keep in mind that your coaching model is a work in progress. You can refine and modify it over time.
It is critically important for experienced and new coach practitioners to develop their own unique frameworks for thinking about the structure and process of coaching. Why would you invest the time to do this?
Bottom line: when you develop your own clearly articulated, critically evaluated coaching model, you give yourself a tool that can guide your actions, place needed boundaries around your coaching practice, and facilitate planning for improved coaching effectiveness. (Lennard, Diane. Coaching Models: A Cultural Perspective)
In the spirit of the above text, I shall describe “My Executive and Business Coaching Model” that I presently use with my Clients.
I will use the phenomenological approach describing the stages of the coaching process and their main activities as I see it. I will also describe the required conditions for success of the coaching process, which I as a coach need to watch and monitor carefully. At the end of this description I will present my Visual Coaching Model.
What are the main stages of the Executive and Business Coaching service I provide my Clients?
There are six main stages:
- Clarifying and Understanding the prospective Client’s Needs
- Contracting and Building a Relationship and Credibility
- Client’s First Self- Assessment
- Coaching Conversation Sessions
- Gradual Closure of the Coaching Sessions and Transition to Self-Development
- Celebration of the Closure of the Coaching Process.
Brief Description and Explanation of each of the Six Stages
Clarifying and Understanding the prospective Client’s NEEDS
All starts with A NEED.
First, there is a NEED felt by the prospective Client: a lack of something requisite, desirable, or useful; a condition requiring supply or relief.
The prospective Client needs HELP, he has an issue, a problem, a conflict,
a deficiency, a demand that he alone cannot solve. (See NOTE 1)
Not always this NEED that he feels is well defined. Usually the description of the need is vague and unclear and he doesn’t know what is the right or best solution.