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What models or frameworks can you use to guide coachee development?

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As an executive coach, you want to help your coachees achieve their goals and grow as leaders. But how do you design a coaching process that is tailored to their needs, strengths, and challenges? One way to do that is to use models or frameworks that can guide coachee development. In this article, we will explore some of the most popular and effective models or frameworks that you can use to assess, plan, and implement your coaching interventions.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
Ricky Muddimer

I help Leaders transform results by developing team capability to think differently and deliver more. Award-winning…
柏倉大泰 (Dr. Tomohiro Kashiwakura)

人的資本経営時代の人材育成スキルをお教えします | 人材育成コンサルタント | 外資人事コンサル(Korn Ferry)にて経営人材のアセスメント?トレーニング?コーチングに従事 | 経営学博士(一橋ICS) | MBA (IMD) |…

1 GROW Model

The GROW model is a simple and widely used framework that helps you structure your coaching conversations and sessions. GROW stands for Goal, Reality, Options, and Will. The idea is to help your coachee clarify their goal, assess their current reality, explore their options, and commit to their action plan. The GROW model can help you keep your coachee focused, motivated, and accountable throughout the coaching process.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
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Zur konkreten Gestaltung einer einzelnen Coaching-Sitzung empfahl Sir John Whitmore das GROW-Modell, welches aus einer Fragenfolge von vier Bereichen besteht. GOALsetting: Zu Beginn der Coaching-Sitzung wird das Ziel dieser Sitzung festgelegt. Dabei wird ein m?glichst konkretes Ziel angestrebt. REALITYchecking: Als n?chster Schritt wird die momentane Situation analysiert. Ziele k?nnen angepasst bzw. ver?ndert werden. OPTIONS: Beim Finden von alternativen Strategien ist es wichtig, keine Ideen für den Coachee zu entwickeln, sondern darauf zu achten, dass er selbst welche findet. WHAT, WHEN, WHO, WILL: Es gilt die Frage zu beantworten, was nun genau zu tun ist, d.h. Entscheidungen werden getroffen und ein Arbeitsplan aufgestellt.

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Gilian Follador, PCC

Executive Coach & Leadership Trainer | Especialista em desenvolvimento de líderes | Seguran?a Psicológica de Times | Facilitadora de experiências de aprendizagem | People Skills | M?e aprendiz
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O clássico modelo GROW n?o falha. O modelo inserido no coaching corporativo por John Withmore no livro “Coaching para performance” pode ser utilizado de diversas formas - para feedback, como apoio a constru??o de um plano de desenvolvimento individual e no desenvolvimento de competências. Para cada letra do acr?nimo s?o feitas perguntas, seguem possibilidade: G - GOAL - O que você espera alcan?ar? Qual é o seu objetivo?… R - REALITY - Qual é o cenário atual? O que está acontecendo…? O - OPTION - Que op??es você tem? Qual te parece melhor?… W - WILL (indica futuro) - O que precisa acontecer de diferente que n?o está acontecendo agora? O que fará primeiro?…? Na sua próxima conversa importante, defina o objetivo e utilize o modelo GROW!

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2 CLEAR Model

The CLEAR model is another framework that can help you facilitate effective coaching conversations and sessions. CLEAR stands for Contracting, Listening, Exploring, Action, and Review. The contracting phase involves establishing the purpose, expectations, and boundaries of the coaching relationship. The listening phase involves paying attention to your coachee's verbal and non-verbal cues, and reflecting back what you hear and observe. The exploring phase involves asking powerful questions, challenging assumptions, and providing feedback. The action phase involves helping your coachee identify and commit to specific actions that will move them closer to their goal. The review phase involves evaluating the outcomes, learning, and progress of the coaching process.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
(已编辑)
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Sir John Whitmore unterschied zwischen End- und Leistungszielen. Endziele sind inspirierend, aber sie unterliegen meist nicht der eigenen Kontrolle. Leistungsziele sind hingegen gut beeinflussbar. Sie bestehen darin, eine konkrete Leistung zu erbringen. Nach Whitmore sollten Leistungsziele drei Eigenschaften aufweisen: SMART, PURE und CLEAR: S pezific (Spezifisch) M easurable (Me?bar) A ttainable (Erreichbar) R ealistic (Realistisch) T ime phased (Zeitlich untergliedert) P ositively stated (Positiv formuliert) U nderstood (Verstanden) R elevant (Bedeutsam) E thical (Moralisch) C hallenging (Herausfordernd) L egal (Legal) E nvironmental sound (Umweltvertr?glich) A greed (Akzeptiert) R ecorded (Protokolliert)

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3 70-20-10 Model

The 70-20-10 model is a framework that can help you plan and implement your coaching interventions based on the principle that most of the learning and development happens on the job, rather than in formal training or education. The model suggests that 70% of the learning comes from challenging assignments and experiences, 20% from feedback and interactions with others, and 10% from courses and reading. As a coach, you can use this model to design coaching activities that leverage your coachee's work environment, network, and resources, and support them in applying their learning to real situations.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
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Das 70-20-10-Modell wurde in den 1980er Jahren von Forschern des Center for Creative Leadership entwickelt. Es geht davon aus, dass Menschen auf unterschiedliche Weise lernen. Im Coaching kann das Modell wie folgt eingesetzt werden: 70% Erfahrungslernen: Coachees dabei unterstützen, Lernziele zu definieren und zu analysieren. Die Ziele sollten auf realen Arbeitsaufgaben basieren. 20% soziales Lernen: Coachees ermutigen, aktiv Feedback zu suchen, Mentoring-M?glichkeiten zu nutzen und von den Erfahrungen und Kenntnissen anderer zu lernen. 10% formales Lernen: Die Teilnahme an formellen Schulungsprogrammen empfehlen, die spezifische F?higkeiten oder Kenntnisse vermitteln. Das Modell ist flexibel und kann individuell angepasst werden.

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4 STARR Model

The STARR model is a framework that can help you provide constructive and developmental feedback to your coachee. STARR stands for Situation, Task, Action, Result, and Reflection. The model helps you structure your feedback in a way that describes the context, the goal, the behavior, the outcome, and the learning of your coachee's performance. The STARR model can help you avoid vague or judgmental feedback, and instead focus on specific and objective feedback that can help your coachee improve their skills and behaviors.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
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Das STARR-Modell kann wie folgt im Coaching eingesetzt werden: 1. Situation: Die Situation genau definieren und Details hervorheben. Gezielte Fragen für das vollst?ndige Verst?ndnis der Situation stellen. 2. Task: Ziele/Erwartungen klar formulieren, die in der beschriebenen Situation relevant waren. Wichtig: Intentionen und Verantwortlichkeiten kl?ren. 3. Action: Spezifische Aktionen beschreiben und hinterfragen. Warum wurden diese Schritte unternommen? Gab es Alternativen? 4. Result: Die Ergebnisse von Handlungen bewerten. War das Ergebnis erfolgreich? Welche positiven oder negativen Folgen ergaben sich? 5. Reflection: Reflexion f?rdern: "Was haben Sie aus dieser Erfahrung gelernt?" oder "Was würden Sie das n?chste Mal anders machen?"

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Mario Krivokapic

Mittelstand Investor | Executive Coach | Public Speaker & Author | Revenue Architect | Masterful Coach | Certified NLP, TASC, PCM | Father to Kate and Alex
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Ever since I interviewed for Amazon I've incorporated the STARR model in how I give feedback. The STARR model is a standout tool for delivering precise, impactful feedback. I often find myself using parts of it or the whole framework, depending on the situation. Its structured approach - covering Situation, Task, Action, Result, and Reflection - ensures feedback is clear and actionable. This model is invaluable for guiding coachees toward tangible improvement and skill development.

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5 Appreciative Inquiry

Appreciative Inquiry is a methodology that can help you guide coachee development from a positive and strengths-based perspective. Appreciative Inquiry involves discovering the best of what is, dreaming of what could be, designing what should be, and delivering what will be. The process helps you and your coachee identify and amplify the positive aspects of their situation, vision, and actions, and create a positive change that is aligned with their values and aspirations. Appreciative Inquiry can help you foster a culture of optimism, creativity, and collaboration in your coaching relationship.

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柏倉大泰 (Dr. Tomohiro Kashiwakura)

人的資本経営時代の人材育成スキルをお教えします | 人材育成コンサルタント | 外資人事コンサル(Korn Ferry)にて経営人材のアセスメント?トレーニング?コーチングに従事 | 経営学博士(一橋ICS) | MBA (IMD) | 国際コーチ資格(CPCC) |
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It seems to me that at the end of the day, executives can contribute to corporate value creation only through their strengths, while managers can improve performance by compensating for their weaknesses. However, I find it very curious that many executives neither exercise nor reveal their personal passions and the original missions they had when starting their careers. Revisiting these foundational myths could be a powerful motivator for executives to fulfill their challenging responsibilities. Such innate motivation cannot be uncovered through purely logical inquiry. Appreciative inquiry can tap into a very soft yet critical part of their emotions.

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Dr. Christopher Rauen

Psychologe | Top Executive Coach | Gesch?ftsführer | Motto: ?Ich glaube nicht an ausweglose Situationen.“
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Im Coaching kann Appreciative Inquiry eingesetzt werden, um St?rken zu erkennen, positive Erfahrungen zu reflektieren und zukünftige M?glichkeiten zu entwickeln. 1. Discovery: Erkunden und Wertsch?tzen, was gut funktioniert. Wann war der Coachee besonders erfolgreich? (Projekte, Arbeitsweisen, pers?nliche St?rken). 2. Dream: Visionen entwickeln. Dich eine ideale Zukunft vorstellen, in der die erkannten St?rken und erfolgreichen Strategien maximiert werden. 3. Design: Entwickeln von Pl?nen, um die Vision zu verwirklichen. Konkrete Schritte festlegen, die darauf abzielen, die entwickelte Vision umzusetzen. 4. Destiny/Delivery: Implementieren der Pl?ne und Erreichen der Ziele. Bei der Umsetzung der entwickelten Strategien unterstützen.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ricky Muddimer

I help Leaders transform results by developing team capability to think differently and deliver more. Award-winning Forbes Coaches Council Thought Leader
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Most often, I use a model we developed over seven years ago. Our clients affectionately call it 'FoooDo' (Focus, Options, Others, Organise, Delivery and Ownership); it's a six-step process for coaching or self-coaching that seeks to leverage key fundamentals: clarity, creativity, criticality and commitment to plan and execute. It sits alongside other tools, some established and some new, to help any coachee to work on their goals. SMART is a great example. We advocate Relevance over Realistic; it's more powerful, creating a crystal clear outcome with purpose (why) and a belief test (achievable). Our role as coaches is to choose the best tools available.

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What models or frameworks can you use to guide coachee development?

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2

3

4

5

6

1 GROW Model

2 CLEAR Model

3 70-20-10 Model

4 STARR Model

5 Appreciative Inquiry

6 Here’s what else to consider

Executive Coaching

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What models or frameworks can you use to guide coachee development?

1

2

3

4

5

6

1 GROW Model

2 CLEAR Model

3 70-20-10 Model

4 STARR Model

5 Appreciative Inquiry

6 Here’s what else to consider

Executive Coaching

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