Developing strong coaching models and styles to use in the workplace is critical to fostering a collaborative, successful atmosphere, and good coaching by managers can improve skills, boost morale, increase motivation, and ultimately increase productivity. Through coaching, employees can become self-aware of their strengths and weaknesses and can take a proactive approach to addressing them with the help of company-sponsored coaches. Employees take responsibility for their own performance and development, which can increase their productivity and commitment to work, ultimately benefiting the organization.
1. What is Workplace Coaching?
Workplace coaching is a collaborative relationship between a coach and an employee (mentee) where the employee sets specific and measurable goals that align with their work and organizational goals, and the employee embarks on a journey of self-discovery while the coach provides support and guidance.
HR departments can be directly involved by coaching employees based on their needs and career aspirations, and they can also design and deliver coaching programs that target specific team or organizational goals.
HR departments can also train managers in coaching skills and give them access to coaching resources through templates and online software. They can collect and analyze data from HR-sponsored mentoring programs to evaluate their effectiveness and make recommendations.
According to Gallup, coaching is an important part of the employee experience in an organization. The best form of development occurs when employees receive guidance while on the job, which involves goal setting and receiving meaningful feedback. When employees' spiritual needs are met, they can focus on mastering their work and achieving excellent results.
HR Tips
Incorporate coaching into your performance management process
Instructing employees in performance reviews and career development conversations, combined with it, can help employees set personal goals to improve their skills.
2. Types of coaching models
There are different coaching models to adapt to others and achieve other goals:
1. Leadership coaching: Tailored for business leaders who want to successfully lead and motivate their teams, managers learn how to achieve team goals, motivate team members, resolve conflicts, and delegate tasks.
2. Executive Coaching: Focusing on helping executives and senior managers perform their duties more effectively, it teaches strategic thinking, decision-making, communication, and interpersonal skills.
3. Team coaching: help the team achieve goals through collaboration, communication and problem-solving among team members. Team members identify their common goals, discuss challenges, and develop strategies.
4. Sales coaching: Help salespeople improve their skills and achieve sales goals, covering topics such as sales evaluation, design and planning, and optimization.
3. 5 types of coaching models
Coaching methods use different techniques to help coachees achieve their goals, here are 5 examples of coaching frameworks:
1. GROW model
The GROW coaching framework is a simple process that is perfect for setting and achieving goals, and it's perfect for novice coaches and trainees with short-term goals or specific challenges.
GROW stands for Goal, Reality, Choice, and Plan
Goals – Coaches help mentees identify their goals by setting SMART goals (specific, measurable, achievable, relevant, and time-bound).
Reality – Coaches ask questions to identify weaknesses and challenges being coached.
Choices – Coaches and mentees brainstorm different options and strategies to close the gap between goals and reality.
Planning – The coach helps the mentee develop an action plan to achieve the goal, including identifying specific steps, assigning responsibilities, and setting deadlines.
Example:
Goals: The marketing manager needs help achieving her sales goals, she wants to increase sales performance by 10% and increase the productivity of her team.
Current reality: Over the past few months, sales numbers for marketing managers have plummeted, averaging 15% below their sales quotas. She felt a lot of pressure to perform. In addition, her team members are not fully engaged in their work.
Options: Marketing managers have the following options to improve sales targets:
Develop and implement multiple marketing strategies
Delegate administrative tasks to her team members so she can focus on more strategic tasks
Train her team members and provide more support
Implement a new incentive program to reward top performing members.
Plan: The marketing manager has developed a comprehensive marketing plan to increase her sales goals:
Use paid advertising and social media to boost marketing efforts
Assign tasks to team members, such as setting appointments and answering post-purchase inquiries, so managers can focus more on important tasks, such as reviewing sales performance and meeting with high-value customers and prospects
Training in different sales techniques and customer relationship management
Cash incentives are given to salespeople who exceed sales targets.
Marketing managers and coaches meet regularly to track progress and make adjustments as needed.
HR Tips
Provide access to coaching resources
Making coaching more accessible to employees through internal coaches, external partners, or online coaching platforms promotes coaching culture and ensures that every employee can take advantage of these opportunities.
2. Oscar model
The OSKAR model, a solution-focused approach to coaching that aims to solve complex problems and achieve long-term goals, is beneficial for trainees who feel overwhelmed or stuck.
OSKAR 代表Outcome、Scale、Know-how、Affirmation、Action和Review
Results: The coach helps the mentee define the desired outcome by setting SMART goals that provide clear direction and eliminate distractions.
Scope: Coaches and coaches assess the scale of the target, considering its feasibility and potential impact to ensure that it is realistic and aligned with the larger plan of the coached.
Expertise/Resources: Coaches and mentees identify the skills and resources needed to achieve goals, including coaching, training, or using specific tools or equipment.
Action: Coaches help mentees affirm their strengths and beliefs, and they develop an action plan that outlines steps and deadlines.
Review: Coaches and mentees regularly review progress, identify other impediments, and adjust action plans as needed. This guarantees that the trainee stays on track and is moving towards the goal.
Example:
The employee is often absent from work, he is always late or leaves early, and his actions cause delays in the project and affect the whole team.
Results: The coach and the employee discuss the desired outcome: the employee will 100% comply with the company's attendance policy and become a team player, the employee will not be absent from work more than twice per quarter, and he will not be late or leave early.
Range: On a scale of 1 to 10, the coach asks the employee to rate his current attendance, and the employee knows that he has been absent multiple times and gives himself a 5. He is late or absent due to a bad habit of procrastination.
Expertise/Resources: Coaches and staff explore solutions to address the root causes of procrastination: time and stress management strategies. In addition, the coach recommended employee assistance programs, health benefits, and flexible work schedules.
Action: The coach acknowledges the employee's honesty and commitment to solving his problems. Together, they develop a concrete plan with specific steps, such as:
Implement time management tools and techniques, such as creating a work schedule and sticking to it
Discuss the possibility of working remotely or with flexible work schedules to avoid tardiness or absences
Establish clear communication protocols, and employees will immediately notify their supervisor if they are absent.
In addition, the coach emphasized that the employee is 100% responsible for his attendance and encouraged him to prioritize his health and work commitment.
3. CLEAR model
The CLEAR model is a process-oriented approach to coaching that fosters rapport and trust between the coach and the coachee. It's a great option for coaches who are new to coaching or who aren't willing to take on a public challenge. Organizations should build close professional relationships among employees and create a culture of coaching.
CLEAR代表Contract、Listen、Explore、Action和Review
Goals: The coach and the coachee list the goals, expectations, and limitations of the coaching process
Listening: Coaches use open-ended questions to understand the coach's concerns, perspectives, challenges, and aspirations.
Exploration: Coaches encourage mentees to reflect on and explore the underlying beliefs and patterns that influence their behavior.
Action: The coach and coachee work together to develop an action plan outlining SMART goals, actionable steps, and the necessary resources to achieve desired outcomes
Retrospective: The coach and the coachee meet regularly to assess progress. Coaches provide feedback, celebrate accomplishments, and adjust action plans if necessary.
Example:
Software engineers need help meeting deadlines and passing managerial quality checks. He feels overwhelmed and pressured, and his performance has dropped recently.
Objectives: Coaches and engineers discuss the purpose of their coaching agreement. The engineer expressed dissatisfaction with his performance and desire to improve. The coach then outlines the coaching process and explains that it will be a teamwork in determining solutions and achieving goals.
Listening: The coach asks open-ended questions to fully understand the engineer's challenge and frustration at his inability to deliver work on time and get high-quality output. The coach actively listens, does not interrupt or judge the engineer, provides a supportive environment for the engineer to be transparent about his concerns.
Explore: The coach encourages the engineer to examine the factors that contribute to poor performance. The engineer identified his problems: difficulty managing his time, prioritizing tasks, and understanding the manager's expectations. He also admits that whenever he feels overwhelmed by complex projects, he tends to postpone decisions.
Action: Under the guidance of the coach, the engineer developed an action plan to address his performance issues. The program includes:
Clearly assign tasks to team members and establish deadlines for each task to establish accountability
File daily reports after hours to monitor progress and flag any issues immediately
Provide members with the necessary tools and resources to improve their efficiency and avoid delays.
Review: Coaching managers and engineers regularly review progress, monitor goals, and adjust action plans as needed.
4. Fuel model
Designed to change behavior or improve performance, the FUEL model emphasizes understanding the trainee's motivations, challenges, and opportunities, and developing a plan with actionable steps to achieve the goal.
FUEL stands for building conversations, understanding the current state, exploring expected goals, and making plans
Structuring the Conversation: The coach and mentee agree on the purpose, process, and outcome of the coaching relationship.
Understand the current state: Next, the coach asks open-ended questions to understand the current situation of the trainee and their values, strengths, and available resources. During this discovery phase, the coach also tries to identify any weaknesses and obstacles that are preventing the coachee from achieving their goals.
Explore Expected Goals: Envision their desired future state, and the coach helps the mentee set SMART goals. Together, they explore options and ways to achieve the desired outcomes.
Make a plan: Once the mentee has decided on the options and goals, they develop an action plan with specific steps and a timeline. KPIs are created to track progress. Coaches regularly check with mentees for feedback and support.
Example:
It is difficult for a new project manager to manage a complex project that requires approvals from multiple stakeholders, conflicting deadlines, and limited resources. He was under a lot of pressure and wasn't sure if he was capable of completing the project.
Build a framework for conversation: The coach and the coachee establish the coachee's goals and define each person's roles and responsibilities.
Understand the current state: Next, the coach asks open-ended questions about the project manager's challenges: delegating tasks, communicating with team members, and managing stakeholder expectations. The project manager admits that he does not have enough project experience and is concerned about his ability to complete the project on time and meet stakeholder expectations.
Explore the expected goals: The coach encourages the project manager to envision the desired outcome: gain stakeholder buy-in and lead and complete the project with confidence. They discuss the various steps to help achieve the goal:
Implement project management tools such as agile or Kanban
Communicate effectively with members through progress reports and regular meetings
Delegate tasks effectively so that everyone contributes equally to project completion and avoids missing deadlines
Regularly update stakeholders to manage their expectations and avoid misunderstandings.
The coach coaches the project manager to set SMART goals, complete the project and communicate frequently.
Develop a plan: The coach and project manager work together to develop a specific action plan detailing the steps, timelines, and resources required. They also set KPIs to monitor and measure progress, such as budget adherence, stakeholder satisfaction, and meeting deadlines. Finally, they agreed to have a weekly check-in and coaching session.
5. Peer tutoring mode
Peer coaching is a collaborative process in which individuals work together to reflect on their practice, set goals, and provide feedback and support to each other. The peer mentoring model typically involves a peer taking on the role of both coach and mentee with the goal of promoting professional growth and development.
The integration of peer coaching into the workplace by HR departments can make a significant contribution to employee development, teamwork, and overall organizational success, providing training for employees who will be in a coaching role that should cover effective coaching skills, active listening, providing constructive feedback, and confidentiality.
4. 5 Coaching Styles in the Workplace
In addition to the various types of coaching in the workplace, there are different coaching styles, or how to do coaching.
1. Instructive counseling
In coaching, the coach plays a more authoritative and instructive role, providing specific guidance, solutions, and instructions to the coachee, and the coach is responsible for the conversation and provides clear instructions.
| merit | shortcoming |
| Provide clear guidance and quick decision-making | May hinder independent thinking |
| Effective in emergency or critical situations | Dependence on coaches may arise |
| Suitable for individuals with limited experience | Limit the trainee's ability to develop problem-solving skills |
When to use it
Used when there is an urgent need to take a specific action or decision, or when the trainee is inexperienced and needs clear guidance.
2. Non-directive/facilitative counseling
Non-directive or facilitative coaching emphasizes open-ended questioning, active listening, and allows mentees to explore their ideas and solutions, coaches avoid providing direct answers, and encourage self-discovery.
| merit | shortcoming |
| Encourage self-discovery and independent problem-solving | More time is needed for reflection and exploration by the trainees |
| Develop critical thinking and creativity | May not be suitable for emergencies |
| Build confidence and autonomy in trainees | Effectiveness depends on the trainee's readiness for self-directed learning |
When to use it
Non-directive coaching is effective when trainees need to develop problem-solving skills, gain insight, or focus on personal development.
3. Authoritarian coaching
In authoritarian coaching, the coach makes decisions on behalf of the coachee, without much cooperation, and the coach provides clear instructions and expects to follow the rules.
| merit | shortcoming |
| Enable rapid decision-making | This can lead to a lack of involvement of the trainee |
| Effective where the coach has specific expertise | This can lead to a decrease in motivation and initiative |
| Provide trainees with clear direction | Limit the input and creativity of the trainee |
When to use it
Authoritarian coaching may be appropriate for situations that require quick decision-making, or when the coach has the specific expertise needed to make decisions.
4. Democracy/Collaborative Counseling
Democratic coaching involves shared decision-making and collaboration between the coach and the coachee, where the coach seeks input and takes into account the coachee's point of view in the decision-making process.
| merit | shortcoming |
| Teamwork and collaboration are encouraged | The decision-making process can be time-consuming |
| Develop a sense of ownership and commitment | Effective communication and conflict resolution skills are required |
| Consider different perspectives and ideas | The trainee's opinions may not always align with organizational goals |
When to use it
Democratic coaching is used when consensus-building, teamwork is promoted, and the trainee's input is valuable for effective decision-making.
4. Laissez-faire coaching
This coaching style is characterized by a hands-off approach, with the coach providing minimal guidance or intervention, allowing the trainee to take the lead in their development.
| merit | shortcoming |
| Empowering highly self-directed and motivated trainees | This can lead to a lack of structure or direction |
| Allows for independent decision-making and initiative | This may result in disengagement or lack of progress |
| Cultivate a sense of responsibility and responsibility | May not be suitable for individuals who need more guidance |
When to use it
Laissez-faire mentoring may be appropriate when the trainee is highly self-directed, experienced, and able to manage their own development with minimal supervision.
5. Situational counseling
Situational coaching involves adapting the coaching style to the specific situation and needs of the trainee. Coaches assess the situation and adjust their approach accordingly.
| merit | shortcoming |
| Adapt to the specific needs of the trainee | Adapt to the specific needs of the trainee |
| Tailor your approach to coaching for different situations | Tailor your approach to coaching for different situations |
| Enhance flexibility and responsiveness | Enhance flexibility and responsiveness |
When to use it
This coaching style is versatile and adaptable to a variety of scenarios, allowing coaches to tailor their approach to the coachee's stage of development, challenges, or goals.
There are different types of coaching models and styles to meet the needs and goals of each employee. When choosing a coaching model and style, the HR department should consider the employee's needs, organizational goals, the coach's expertise and experience, and the specific context of the coaching program.
HR departments should also opt for flexible coaching models that can adapt to different business needs, and collecting feedback and monitoring employee improvements is critical to measuring the effectiveness of the coaching model.
—END—
The official account has changed the push rules, and in order to link content in a timely manner, you are welcome to:
1. "Follow" this official account and "star";
2. Articles "like", "share", "watching", "favorites";
3. "Write a message" at the end of the article to participate in the discussion or interaction.