In Episode 18: Coaching Models, Coach Mel shared that although he has been a coach for close to 20 years, he has found his perspectives changing often and that every day he is learning and relearning new things eg through conversations with other coaches. He encouraged the cohort to understand their own patterns of thinking and through constant practice, testing and review, which then informs changes to how we coach, we will develop our unique coaching styles.
As such, he believes that it is possible to coach without using coaching models and therefore it was only introduced in the 18th webtutorial after the important principles like Maintaining Presence and Active Listening have been established. Structures are useful but followed to a T without the correct principles, coaching models can become cold processes and the coaching relationship become transactional rather than personal and less enriching and productive for the coach and the coachee.
To illustrate this, there was a live coaching session where we witnessed the flow in the coaching conversation between Coach Mel and Abdul Majeed Jeizan in the role of a coachee. Coach Mel revealed that he had taken elements from different models and used them in a natural manner as he would engage with a friend. The relational approach resulted in openness and positive outcomes that the Coachee was able to see a way forward. Though he would be introducing coaching models, these should not be formulas and templates to be strictly adhered to. Instead, these coaching models and other could be dipped into and be part of a flexible repertoire. They should be useful wayfinders to developing our own styles and models.
The three models which Coach Mel introduced were
The FUEL Model - Developed by John Zenger and Kathleen Stinnet and presented in The Extraordinary Coach: How the Best Leaders Help Others Grow, the FUEL model is designed to achieve behavioral changes.
The OSKAR Model - Developed by Mark McKergow and Paul Z. Jackson and published in their 2002 book, "The Solutions Focus: Making Coaching and Change SIMPLE" the OSKAR (Outcome, Scale, Know-how, Affirm + Action, and Review) model is solutions-focused (the Solutions to Problems and not just the Problems) is widely used
The GROW Model - The GROW model was developed by Sir John Whitmore and his colleagues in the 1980s. His book ‘Coaching for Performance’ was first published in 1992 and now in its 25th edition having been translated into 20 languages. GROW provides a framework for a coaching session, a conversation, a meeting or a project and is considered the Classic Model for Coaching.
Reflections
The FUEL Model
Although the word Fuel is strongly associated with petrol, I feel greater benefit can be derived from seeing Fuel as the source of power or energy just like coal and wind. The Coaching Model can be more unified when we think in terms of Photography. We begin by FRAMING THE CONVERSATION. In the same way as a photographer would place the objects in a SLR camera viewfiner using the Rule of Thirds, the initial freeflow allows the Coachee to identify the subject or scope of the conversation. The mind's eye then picks up objects in relation to each other which help us to progress towards UNDERSTANDING THE CURRENT STATE - What is natural and pleasing vs what is not. EXPLORING THE DESIRED STATE looks at the big picture as the mental viewfinder is adjusted to focus and compose a better picture. What elements could be changed - lighting, white balance, color adjustment? In the coaching conversation, identifying what might be lacking, out of balance in terms of time and resources and checking our own emotional responses helps to sharpen focus. Where focus goes, energy flows. In LAY OUT SUCCESSFUL PLAN, I interpret Lay Out as Composition. A well-executed photograph will always invite the viewer into the picture eg a beautiful landscape inspires one to visit a space or a portrait photo may raise awareness and emotion because we engage with the subject. We compell the Coachee who is now the viewer to take this fresh perspective and encourage him to take action to be complete the picture with himself in it. Powered by new ways of looking, the Coachee makes the plan with SMART Goals to succeed.
Of course, this way of seeing focus is lost because we live in a world where the Iphone is used as a camera and we rush through image making by using the burst modes and placing everything in the centre and cramming the visual space with everyone. Could this be a metaphor or an analogy for the modern predicament for not having clearer focus?
The GROW Model
The GROW Model is a simple structured framework to achieve effective coaching and contains the four stages (Goals, Reality, Options, Will or Way Forward) which come together to achieve the longterm aim of helping our Coachee grow. The Model places the responsibility of defining and executing his goals squarely on the Coachee's shoulders though there is some support from the Coach. It contains questions which can be asked in any circumstance and not just within the coaching session and therefore is a boon to managers who use coaching to manage better so coaching can take place at team meetings, over a coffee
It has been noted that a Coachee may have Goals, identfied the Realities of what has held him back and the Options available for him and may have decided a way forward but may still be suffering from inertia. Having agency only works if the person is driven and highly motivated but the lack of will or the conviction that things are too hard to change may stunt his growth. Things may change on the surface but change may not stick.
A more serious criticism is how GROW Model has been applied that it has made Coaching seem like it is just asking a series of example questions. Anyone can ask the questions and get a reasonable intellectual response but it might not be what Coaching is. I feel that some of the questions unconsciously lean toward trying to fix something and goes against the idea that the Coachee is whole and does not need to be fixed.
What causes growth is what comes from inside. I am a terrible gardener and have Thumbs of Death. To try and save my reputation for being a plant killer, I purchased one of these newfangled Click and Grow smart gardens - selfwatering with the timer for LED lights to encourage lush herbs and vibrant flowers Aside from a handful of basil and a few chili peppers, it failed to live up to my expectations and I have given up ambitions of being a urban farmer and having fresh flowers. All the right conditions, purportedly good seeds but nothing, nada, zero. Growth takes place from deep inside the seed and one needs to pay more attention at each stage for growth to happen. What the GROW Model must have is Coach's presence and attention, his active listening and his participation in the collaborative and creative process of not dealing with a situation. We get insights from going deeper, catching nuances from changes in tone and shifts in energy. Coach Mel was entirely right in ensuring that we are grounded about what it means to BE a Coach and not just DO things a coach might do.
Final Thoughts
The GROW Model still has its value as a coaching process and it can be adapted to fit the needs of the Coachee if the Coach is very present in each session to interpret the verbal and not verbal responses. We already know that Mr Brain loves to self-preserve and keep status quo so asking unexpected questions and even having the courage to call out a Coachee on inconsistencies must be the added work which is truly coaching.
I found that the FUEL model although seeming to be less structured would suit certain types of Coachees eg those not in a corporate setting. Some years ago in a past life as a Publicist, I had a client who owned a an art gallery and she shared with me her 5Cs to appreciating art. These were Content (What is in the picture? What is the theme? What is the artist's Intention?), Composition (How are objects and shapes placed in relation to each other? how are things connected) Colours (What are the color tones - Warm, cool, dull or vibrant?) Contrast (What sticks out and does not seem in harmony? Or does the contrast highlight a different reality?) and finally Completion or allowing the viewer to add his perspective, to participate fully in meaning making and having a sense of achievement. There are remarkable parallels to the FUEL Model which I shall share when we talk about creating coaching models. By the way, Ms Margery Chu's 5Cs can be applied to all forms of visual and performing arts and you can actually go with confidence to an art exhibition or a dance or theatre event and see things differently.
As a noob Coach, I am constantly reminded that there are no quick tricks to becoming a better coach. There is no method - only practice, practice, practice because coaching is not solely an intellectual process but must fully engage my mind, heart and body and that of my Coachee. How I do this will be a unending process as I evolve and the world changes.
Coach Maire signing off.
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