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Although there are a number of different ideas about how coaches should ask questions, essentially there are five main coaching questioning methods or approaches which you should consider when you are about to coach someone. Although these approaches are all relatively self-explanatory, they are relatively one-dimensional and need quite a bit of practice, and coaches may like to follow a more integrated system or process.
As well as knowing where you are trying to get to, you need to know where you are starting from – the Current Reality. Once you know where you are and where you want to go, the next step is to explore what Options you have for getting there.
But this in itself is not enough – you must also have the motivation or Will to make the journey. The OUTCOMES™ Coaching model was developed by Allan Mackintosh to enable managers to undertake more structured coaching sessions with their employees than perhaps they have been used to. C = Clarify the Gap between where they are now and where they need to get to, in order to achieve their objective. E = Enthusiasm & Encouragement – The manager must at all times show enthusiasm for the objectives ahead and encourage the employee to do as best they can. The Coaching Skills Template Model aims to give a coach two individual but complimentary frameworks to use all on one simple page (and use as a preparation sheet for each coaching intervention in which they engage). Around the edge of the template are six progressive coaching steps, starting with the “Recognize” step (with 3 summary statements under each). The ‘Read’ step ask the coach to carefully read or assess the person they are planning to offer coaching or feedback and to look at both the context and general situation that exists in relation to the issues an challenges that are likely to be raised. The ‘Receive’ step asks the coach to maintain a high level of focus on the person being coached and to listen attentively at all times (watching for visual and verbal clues about behavior as well as taking account of any other feedback that might be available. The ‘Re-frame’ step (having listened to the other person) asks the coach to help the individual to re-frame any problem or issue that they may be having and to them identify ‘the gap’ that needs to be closed (between the present and future state.
The ‘Record’ step asks the coach to help the individual he or she is coaching to set targets for improvement or change, establish milestones for the journey and fix timeframes in which the desired improvements or change should occur. The ‘Review’ step asks the coach to work with the individual being coached to look back at his or her efforts to improve or change and assess the circumstances in which the change occurred, what he or she has experienced and what real progress has been made. These six steps serve as a continual cycle or iterative loop for all coaches to remember as they plan to make any coaching intervention. B)   Is the coaching challenge about dealing with a problem to be solved or an opportunity to be realized? By integrating these two continuums of Past-Future and Problem-Opportunity, we can write notes in one of four labeled spaces.
Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. ReadyToManage is your one-stop shop for world class employee and personal development resources. If you want to be a successful life coach and grow your business, you’ve got to really help your clients.
As a certified life coach, you have to remember that your job is not to tell your client what to do; rather, you should focus on guiding him or her through the session in order to help them discover the answers they seek within themselves. A life coach is not a therapist, we don’t offer advice and we don’t diagnose – but we do help our clients decide what actions he or she wants to take in order to meet their goals.
By engaging with your client using the following techniques during your coaching sessions, you can guide him or her from problem to solution – and the answers will all come from within. The following coaching skills are considered the very basis of good coaching, and they’re also among the ICF Core Competencies that you’ll need to fully understand in order to become an International Coach Federation Certified Coach.
Once you’ve gone through the basics of a session, including establishing guidelines and expectations with your coaching agreement and establishing trust and intimacy, you’re ready to start finding out what your client really wants to get out of your sessions together. If you woke up tomorrow morning and found that a miracle had occurred and life was now perfect, how would that look? To put it in layman’s terms, active listening is simply a communication technique that is used by life coaches during coaching sessions.
During active listening, you are fully focused on what your client is telling you, and you’re  offering feedback to your client by paraphrasing what they’re saying to you.
You’re also going to focus on hearing and listening but NOT judging your client – this is very important. Listen with all of your senses, remembering that both verbal and non-verbal messages are heard loud and clear. Now that you’ve helped your client figure out exactly what he wants and needs from your coaching session, it’s time to help him set his goals. This process will help him set his goals and begin to create an action plan that can literally help him to create the life he’s always wanted. They say that the first step to making anything better in your life is to understand that it’s a problem in the first place. To create awareness is to take the information that you’re gathering during your coaching session and help your client reframe it. This helps your client to start to understand the situation from a new perspective, allowing him to reach a new level of awareness.


As you grow in your coaching practice, you’re going to learn new skills and better ways of doing things. What would you say are the most important skills a coach can have, and which ones do you personally already have? Now I feel empowered to use the tools I learned in this program to assist clients in solving their own life challenges.The Universal Coach Institute training has been so valuable to me as a business woman and teacher. Sometimes even if we give feedback, we deliver it in such a “sugar-coated way” that the coachee misses it altogether. 1) Clarity – Before you have the conversation get clear and specific on what you want to communicate.
2) Compassion – We often tie ourselves up in knots because we make giving the feedback about us rather than a behavior change that will serve the coachee. Compassion for the coachee helps us put ourselves in their shoes and have a more emotionally intelligent conversation. If giving the feedback is still a bit uncomfortable for you, experiment with being vulnerable and simply stating “I wish I was more practiced at giving feedback” creates an environment of greater trust and authenticity for the conversation.
3) Curiosity – Coaching conversations are more about listening and asking good questions than talking.
4) Confirmation – Feedback conversations are difficult because our own emotions are often caught up in them (both on the side of the coach and the coachee). 5) Commitment – The end result of any great coaching conversation is a clear commitment to results and a strengthened trust in the relationship.
One last coaching question to ask if you’re looking to grow in your own ability to coach is to ask your coachee “How was this coaching conversation for you? This article was written by Henna Inam, executive coach, speaker, and author of the book Wired for Authenticity. She works with women to help them realize their potential to be authentic, transformational leaders.
My name is Gaurav and i work as an AM Training with an MNC corporation , Just wanted to say that these topics that you have written on are just amazing and i normally keep checking all that you write on. MelAus PartnersCOACHING SKILLS CHECKLISTChecklist of coaching skills, you have or cancoaching checklist of these appear. The steps and skills that make up the Model are all grounded in behavioral science and have been found to distinguish managers who are experts at conducting coaching meetings from their non-expert counterparts. Each of the five has a different application depending on why the coaching is taking place. Another way in which coaching can be offered to individuals is therefore to adopt a specific “step-wise” coaching methodology or approach.
It provides a simple yet often powerful framework for navigating a route through any coaching session (formal or informal) that you may find yourself in, as well as providing a means of finding your way when lost. GROW is an acronym for Goal, current Reality, Options and Will – which are seen as the four key elements of a coaching session. The goal should be as specific as possible and it must be possible to measure whether it has been achieved. It is surprising how often this is the key part of a coaching session and that by just seeing clearly the situation (rather than what was thought or imagined to be the situation), the resolution becomes obvious and straightforward. A useful metaphor for GROW is a map: once you know where you are going (the goal) and where you are (current reality), you can explore possible Options in making the journey (options) and choose the best of these. This is an important step as it is vital that the reasons behind wanting to achieve the objective are understood.
Once the options have been discussed and the best way forward agreed, the manager must check the motivation of the employee to move on the actions. The manager must always show support for the employee in the tasks agreed and must also ask if there is any support that they have to put in, in order to assist the employee.
It also ask the coach to identify the right time and place to engage in a coaching intervention and to select the best opportunity so as to ensure that the quality of the discussion is as good as it can be.
As the chart shows, the labels for these spaces are therefore Acceptance (a missed opportunity in the past), Aspiration (an opportunity to be realized in the future), Closure (a past problem that needs to be put behind the person so that they can move on) and finally Planning (a current problem that needs a solution to it in the future).
Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. Whether you’re practicing or learning the top coaching skills for the first time, they are essential to helping guide your client through a successful and productive session. You’re going to focus on leading your client to discover the solutions he seeks on his own, within himself. We do this because, as coaches, we understand that our clients may not always even realize what they really want or need – so when we can help them break through those barriers with our laser-focused questions, we can help them reach the next level of success by discovering their true goals. And not just listening, but ACTIVELY listening- to focus on what your client is saying, as well as what he’s not saying, during the session. It’s also often used by therapists and other mental health professionals in various types of therapy. Think about it; would you ever feel comfortable talking about your goals to someone who has clearly judged you (unfairly or otherwise)?


For example, nodding your head and smiling, agreeing with a quick “yes!” or “mhmm, I understand,” as well as maintaining eye contact, can help your client feel instantly at ease and comfortable with you – and more likely to figure out the answers he seeks.
It also means that your client will know that you’re really listening and that you understand what he needs from you.
This is a pretty powerful process that will get your client thinking about his ideal goals and turning them into reality. Be sure you express the goals in positive terms rather than negative ones, and take the time to record the goals, along with a step-by-step plan of action.
The same goes for setting positive goals – if you don’t know what you want, you can’t ever achieve it.
And that leads to his ability to follow through and achieve the goals you set together during your session.
I’ve run my own vocational school for the past eight years and work one on one with private clients. A direct report of yours just gave a presentation to senior management.  The presentation went okay but frankly could have gone a lot better.
A Corporate Executive Board survey suggests that firms whose culture encourages open communication outperform peers by more than 270% in terms of long-term (10 year) total shareholder return. And specificity is hard when we’re giving feedback on “softer” behaviors like a person’s self-confidence or the way they dress. When we come from a place of curiosity rather than judgment or attachment to our own point of view, new insights can appear and solutions can be co-created that will help us capture stronger commitment (see below). When emotions get involved it’s hard to really listen clearly (more on this in the blog post “Listen to how you Listen”.
Am I reading that correctly?” Acknowledging emotion is a great way to have a more authentic conversation. There are many well-regarded and highly proven sequential coaching methodologies that can be applied. However, for those people who prefer to cover more detailed ground when coaching the OUTCOMES™ model may be attractive. Are they agreeing to actions because that is what they think the manager wants to hear or are they really motivated to move on the actions?
During the first session with a new client, unless they came to you for a specific purpose, you can create awareness in order to help define the reason they came to you in the first place. You can even apply them in your everyday life in order to foster better relationships with and between your family, friends and co-workers. In the past I would take the students and clients problems home with me and it really weighed me down. The direct report knew her material but didn’t demonstrate self-confidence in her body language, didn’t dress appropriately, and didn’t think fast on her feet in addressing some of the questions. Start with acknowledging what’s working well as it creates a positive environment where the employee can be more open to listening. Her corporate clients include Coca Cola, Novartis, J&J, and others who know female leadership talent is good for business. This stage can take time and many managers “skip” through it, or worse, manipulate their employee with leading questions that enable the employee to come up with the options that the manager wants to hear! If you’ve been working with them for awhile, you might already have that info, so you can use this technique to help them figure out their next steps or to determine a new or more effective way to deal with something. Now I feel empowered to use the tools I learned in this program to assist them in solving their own life challenges and finding healthy solutions. Or, we race through feedback like we’re going for a root canal, wanting to get it over with as quickly as possible, without any consideration for the pain or numbness of the person on the receiving end. On the other hand, you can be more specific by saying “your posture and the intonation of your sentences reflected that you didn’t have complete confidence in your own expertise”. Ideally, the talking happens in the form of questions that help the coachee discover the answers within themselves.
You secretly wonder if she’s losing confidence in your judgment to have the direct report present in the first place. Feedback, particularly developmental feedback, is often hard to give, so most of us avoid giving it. I knew UCI was the right one because I’ve been in prayer about becoming a transformational leader. And I must say, after going through the program and applying the coaching techniques in my own life, I truly have become more self-aware of what I really want to accomplish.



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coaching skills essay



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