A Coaching Model Created by Kylie Springman
(Empowerment Coach, UNITED STATES)
The Effervescence coaching model consists of three individual “bubbles” that are key to the coaching process. The first is curiosity. This is the bubble that starts the process of coaching. The client and coach get curious about what the client’s values, patterns, blocks, strengths, interests, and sources of delight are. This happens through the discovery package that clients complete before their first coaching session. Curiosity is also critical to each coaching session. The coach maintains curiosity about the client’s words and, through that, challenges assumptions and underlying beliefs.
The next key piece is imperfect action. The coach gently urges the client to break big goals into very small steps, and to stop waiting for things to be “perfect” before moving forward. Depending on the client, this might also include setting more realistic, achievable short-term goals. Together, the coach and client celebrate each small, imperfect action that the client takes.
Gentleness is critical to the Effervescence coaching model. The coach is gentle with clients, opening up the opportunity for clients, in turn, to be more gentle with themselves. Within this “bubble” is the importance of self-recognition (instead of clients depending on others for recognition), self-care, and reflections on progress made.
The last piece of the coaching model, which actually happens as the three bubbles repeat, is the gradual shift. As curiosity, imperfect action, and gentleness are employed over the coarse of coaching, the gradual shift occurs, almost imperceptibly. The client goes from a place of (oftentimes) feeling lost, heavy, and unhappy to feeling like they have a direction, as if their life has lightness, and as if happiness and excitement are achievable. During the final session of coaching, the client and coach reflect back on the immense progress that has been made, in order to solidify that feeling of achievement as the client moves forward in life.
