Behavioral Coaching Model
In this model, business coaching approaches methods based on behavioral science; beliefs, values, personal development, attitude, motivational levels, emotions, and social learning are elements considered in this model in addition to organizational dynamics.
The role of a coach is to look at the behavior as it relates to change. The linking of a developmental plan will require use of various behavior changing strategies.
For any organization, the most appropriate coaching model will utilize aspects of both of these models.
Coaching models will need to review the given circumstances that exist within the organization since a single model will not fit all situations.
Four commonly used coaching models
1. Stages of change / Trans-theoretical model
Interventions in this model acknowledge the presence of an ongoing cyclical process. Five discrete stages are identified: Pre-Contemplation, Contemplation, Preparation, Action and Maintenance.
2. Social Cognitive Theory/Social Learning Theory
This theory is based more on psychological aspects providing an emphasis on the behavior of the individual. This model states that human behavior is determined by three factors: dynamic, reciprocal interaction of personal factors, behavior and the environment.
3. Theory of Reasoned Action / Theory of Planned Behavior
This theory provides a focus on predicting and understanding individual motivational influences that impact behavior. It is believed that these influences are not under the control of the individual, and it works to identify strategies for changing behavior.
4. Solution Focused Theory
Also known as the Competency Based Theory, this model seeks to collect and discuss non-problematic data to solve a problem.
Many additional models exist that encompass some or all of the four models presented here. Professional business and leadership coaches will implement a strategy utilizing a combination of models that will best reach the goals for an organization. Knowing the models that exist and drawing from the value of each will provide solid foundations for coaching within the business environment.
Leadership Awareness vs. Responsibility: A Case Study
November, 2008. ABC Medical set out to reinvent the company’s culture. Many changes had occurred within the organization, and chaos continued to reign. The recently exited General Manager/ VP had been married to the daughter of the company’s owner. A dramatic divorce was played out very publically inside the organization leaving many feeling overwhelmed and too involved in the personal side of the business. The daughter was now the General Manager/ VP and was determined to rid the organization of the processes through which her ex-husband had established. In doing so, the employees were interrogated to determine their level of loyalty to the company and its new leader. These tactics quickly left many with feelings of uncertainty and fear. All employees were told they had to sign new employment contracts which included non-compete clauses regardless of the position that was held. Many employees left the organization, and those that remained performed under fear of losing their job. The negative, non-productive culture that remained was of concern to the new leadership team.
The transitional state of the organization was an opportune time to begin the coaching process. Leadership was not an area of strength for the new GM. She had a clinical background, and had not been in a position of supervising others. Now, she faced leading an organization of 180 employees into a new direction. Her dictatorial style she had embarked with was not working for her, and it had already alienated many of the employees. She had believed that her actions would prove to the employees that she was competent to lead the organization and help them to trust her. Instead, a very negative and fear driven culture emerged.