Coaching models come in many shapes and sizes – many of which originate the the early development on coaching, dating from the 1950’s through to the 1980’s. Whilst most of today’s coaching methods have roots their, it was the swell of the 1990’s coaching industry that really gave rise the models and methods in common use today. A coaching model should be versatile, flexible, and adaptable – so that it may be implemented to the individual needs of any coaching client.
Goals of coaching Models
A modern coaching model should:
- Have an overarching description – detailed to give a firm understanding of process.
- Lead towards a definitive outcome. It may not always be attained but should be set in advance.
- Give a breakdown of the required steps.
- Utilise a valid methodology to facilitate sustainable change or learning
Initial coaching models were based on short term benefits – ones that are often used in introductory coaching education even today. Methods like the GROW model – designed to create a short form reveals and targets. Whilst they have their place in coaching, they lack the ability to affect long term growth and changes in behaviour. Beyond that, it became almost impossible to plan long term benefits, bogged down in short term sessions.
These initial coaching models tend to lead the coachee into old patterns shortly after the session ends. It’s an expensive, emotionally and financially draining experience for a short term boost. This has challenged professional coaches to develop long term methods of helping their clients. Today’s models overarch the individual sessions through to long term journey of coachees – developing behavioural changes, understanding, and growth.
Coaching Model Focus
In this age of fast change, psychological understanding, brand expectation and more, the needs of coach and client have involved. Today – many models involve the coachee’s:
- social learning and
along with organisational and personal dynamics.
Components of a Coaching Model
Often, the mechanisms are behavioural in natural – bough forth from the learning and development industry. Many of the attributes in coaching models and plans include:
- highlighting and then concentrating on a specific behaviour
- Examining a behaviour in relation to its effects and the outcomes
- Applying a sustainably valid method of data collection, analysis and assessment
- Creation a plan for sustained development
- Exercising behavioural change techniques that are industry recognised
- Measuring, managing and maintaining behavioural changes
Any workplace coaching need be exercised with a long-term view. A coach is not there to consult – in most cases, rather they create the environment and stimulate the situation for participants to discover solutions.
A coach is – among other things – a sounding board. The dialogue between coach and coachee are an opportunity unfiltered safe thoughts to be explored safely. It’s an area dedicated to a professional’s development and growth – an asset soon to be applied to their business growth, development, and prosperity.