TCI Global Toolkit: Coaching EssentialsDifferent Coaching Models
This lesson introduces you to three different, popular coaching models that inform the basis for TCI’s “Lead, Assist, Observe” coaching model, which will be described in the next lesson.
Three popular coaching models
We looked at three popular coaching models before coming up with TCI’s “Lead, Assist, Observe” coaching model, which is underpinned by our nine-step approach to engaging in a coaching conversation:
The GROW model is a coaching framework used in conversations, meetings and everyday leadership to unlock potential and possibilities. GROW was created by Sir John Whitmore and colleagues in the late 1980s. It has since become the world’s most popular coaching model for problem solving, goal setting and performance improvement.
As the GROW Model image shows, the name is an acronym for the four key steps in GROW coaching:
G-oals, R-eality, O-ptions and W-ill. With a few powerful coaching questions, a leader or coach can quickly raise awareness and responsibility in each area:
- G: goals and aspirations
- R: current situation, internal and external obstacles
- O: possibilities, strengths and resources
- W: actions and accountability
TIP: In its traditional application, the GROW model assumes that the coach is not an expert in the client’s situation. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction.
When leaders coach their team members, or act as mentors to them, this may or may not apply. On one hand, it’s more powerful for people to draw conclusions for themselves, rather than having these conclusions thrust upon them. On the other hand, as a team leader, you’ll often have expert knowledge to offer. Also, it’s your job to guide team members to make decisions that are best for your organization.
Created by Mark McKergow and Paul Z. Jackson in the 2000s, the OSCAR coaching model is a powerful framework to help your coaching sessions focus on solutions rather than problems.
The CLEAR coaching model was formulated in the early 1980s by Professor of Leadership Peter Hawkins, then of Bath Consultancy Group. Though it preceded the popular GROW model which developed during the 1990s, it is still considered a functional alternative to the GROW model for managers and coaches.
CLEAR operates under the idea that in order to achieve maximum workplace performance, it is no longer enough to be just a manager – directing and orchestrating actions – you must often intervene in the processes of staff and act as a catalyst, or a guide to their development.
The acronym stands for:
- Contracting: Facts and patterns of behavior
- Listening: Behaviors and feelings
- Exploring: Feelings and assumptions
- Action: Feelings, assumptions and behaviors
- Review: Facts, behaviors, feelings and assumptions
It is not dissimilar to the GROW model; however, it gives scope for a couple other elements to be included in the coaching session which are not covered by the limits of GROW.
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The CLEAR coaching model acronym stands for:CorrectIncorrect
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Which coaching method focuses on solutions rather than problems:CorrectIncorrect
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In which coaching model is the coach not assumed to be an expert in the client’s situation?CorrectIncorrect