A Coaching Model Created by Sunil Chhibar
(Executive Coach, INDIA)
What is a Coaching Model:
Coaching Model is a framework to base a coaching process on. It helps a coach and a client understand the coaching intervention from a systems perspective. It is a snapshot of the entire coaching journey taken by a coach and a client during their coaching engagement. However, it should not be prescriptive or a rigid ‘must-be-this-way’ kind of thing. In coaching the conversation is always about the client. ICA
Today the organizations are facing both Business and human resource challenges. Business houses are fast employing the services of LeaderShip, Executive, and Business Coaches. With their services, results for transformation in Business Leaders, Executives and Team cohesiveness becomes very effective. This enhances better results in overall organizational performance and overall leadership development and thereby resulting in improved business profits
My Model is the Process defined in 6 Steps for corporate coaching in different areas. The clients may be MD/CEO/CFO /President/Vice President/Executive/etc. This audience in the organization if they work as a team, with enhanced soft skills and leadership competencies then the sky is the limit for their personal growth that eventually results in the organizational growth. Coaching intervention leads to continuous self-development, development of leadership skills, team engagement and motivation. Coaching is offered face to face one on one or to the team. Coaching using phone/zoom/skype etc. is becoming an accepted norm of the day.
Establishing the Coaching Agreement:
It is established between the coach, the client and the organization. The agreement is signed between the Coach and the HR head representing the organization. The agreement is very comprehensive clearly defining the responsibilities of the coach, the client and the key stakeholders of the organization. Adhering to the ICF Code of Ethics, the agreement is established in the sphere of confidentiality, the commercial terms and the complete process.
The process starts with:
- Chemistry session with the client.
- Assessment of the client through some accepted assessment tools.
- Debrief of assessments with the client.
- Objective setting with the client.
- Three-way alignment meeting with the coach, the client and the Line Manager/Key stakeholder.
- 8 to 12 coaching sessions spread over a period of 6 to 8 months.
- Final review and closure meeting with key stakeholders and the client.
Here the assessment of the present situation of the client (Individual Leader/ Executive) is assessed with the assessments made available by the organization. The strengths and the areas which need to be improved are established. The preferred assessment i.e. verbal 360 Degree Feedback assessment is done through one to one 30-minute interviews with the Line Manager, key stakeholders, such as direct reports, peers and customers, also by shadowing the executive during his or her daily work life. The main advantage of the one to one approach is that it enables the coach to probe the client and thereby provide both quantitative and qualitative feedback to the client. During the feedback session, the coach will continue to refer to the business requirements, leader attributes, and expected results of the business and evaluate with current performance. The aim is to work within the framework that directs feedback towards the key objectives of the business.
Creating awareness in the coaches and planning action steps:
With the debrief of assessments, the client gains awareness of his/her strengths and areas of improvements. A comprehensive coaching plan is developed to achieve the required coaching objectives. The action plan focuses on the behaviours that will contribute to the required business outcomes. The typical action plan will include the following:
- Action steps needed or interventions needed in areas requiring improvements.
- Leveraging strengths and why they are important in the client’s current role.
- The style of coaching that will best suit the developmental process.
- Ways in which direct reports, line manager, peers and key stakeholders can help.
- Most importantly using the Coaching Style that will best suit the developmental process of the client.
Validation of the action plan by the Line Manager/Key-Stakeholder in goal-setting meeting and finally moving on from there with the coaching intervention. By sharing the action plan with the Line Manager/key stakeholder, the client can be assured that the planned improvements are consistent with the organizational expectations. The other advantage of this validation is that it involves those most likely to benefit from positive change in the client’s behaviours and leadership shifts. The process also facilitates support and commitment to help the client’s development and growth.
Coaching process and Active learning:
Once the Line Manager/key stakeholders agree with the coaching goals, a variety of development strategies are implemented. The coach guides and reinforces the development strategies. This may include techniques as role-playing, action learning, shadowing and journaling, team activities, and special developmental resources that are recommended to the client. The coaching intervention initiates the process of self-reflection and introspection by the client. This creates awareness within the client that certain behavioural patterns are coming in his/her way and creating the dilemmas and hurdles in the current role. This awareness in the coachee gives rise to taking corrective actions towards self-management and self-development. This Coaching process is usually supported by a mid-term review with the Line Manager/Key stakeholder. In the review meetings, the coach plays the role of a facilitator. The coach facilitates the meeting and client shares his/her ongoing experience of the coaching process and how he/she is implementing the learnings with a focus towards organizational goals and self-development. The stakeholders/line manager share their observations and suggestions as required. These meetings help to ensure that the required milestones are being met, the ground rules being followed and the coaching process is focused on the organizations business needs.
Reviewing and sustaining Success:
Approximately six to eight months after the initial feedback session for the client, an abridged version of the initial assessment is conducted by the organization. The results of the assessment give credit for the progress and address areas in which changes are still required. The final review meeting is facilitated by the coach between the client and Line Manager/Key stakeholder. In these review meetings, the client shares the progress made by citing valid examples. Thereafter if additional coaching sessions or any further support is required by the client, is then planned and provided.
ICA Coaching Model definition.