The Four-Part Coaching Model: Lessons from the Roller Rink to Corporate Transformation

As I watched my 11-year-old son glide across the roller rink with the ease of a seasoned skater, his ability to speed skate, manoeuvre backward, and execute skills with precision, I couldn’t help but marvel at his competence. It was a clear testament to the power of effective coaching from an early age. This experience brought to light the parallels between his journey to becoming a proficient skater and the four-part coaching model that is pivotal in nurturing capabilities during large-scale transformations.

1. Show How It’s Done Initially, my son’s skating journey began with observation. He watched as I demonstrated the basics of skating and then from the Learning to Skate team at the local rink. This initial step is crucial in the corporate world as well. When embarking on a transformation effort, it’s essential to provide clear examples and demonstrate the desired behaviours and skills - this is the role of leaders and subject matter experts. You need to walk the walk, not just talk the talk. This sets a foundation for understanding and provides a benchmark for performance.

2. Do It Together Once the basics were understood, we skated side by side, and my son's coaches would have sessions of careful guidance. This collaborative approach allowed my son to feel the rhythm and flow of skating while having the safety net of immediate support. Similarly, in a transformation scenario, working alongside team members allows leaders to guide, correct, and encourage in real-time, fostering a collaborative environment where learning is a shared experience. Its critical not to just abandon people after showing them how to do something and expecting immediate comprehension and capability.

3. Lead with Support As his confidence grew, my son took the lead, with me trailing close behind, ready to assist if needed. In business transformations, this stage is about empowering individuals to take the initiative. It’s about trusting them to lead with the knowledge that support is there if they stumble, promoting autonomy while ensuring alignment with the transformation’s goals. This transition is important to confirm capability in individuals and teams, and also to boost their confidence to execute independently.

4. Solo Performance and Feedback Now, my son skates solo, his skills a reflection of the coaching he received. After each session, we discuss what went well and what could be improved. He focuses his skills session on particular areas, normally around our hard-wood floors in the living room. In the corporate context, this equates to giving individuals the space to operate independently while maintaining a feedback loop. It’s about recognizing achievements, providing constructive coaching and insights, encouraging continuous improvement, and listening to new ways to deliver.

The four-part coaching model isn’t just about developing a skill; it’s a framework for building capabilities that can sustain successes in any large transformation effort. It’s about creating a culture of continuous learning and growth, where each individual’s progress contributes to the collective momentum of change.

As leaders, our role is to guide, support, and empower our teams through each stage of this model, just as I did with my son at the roller rink. The result? A team that’s not just competent but confident and capable of navigating the complexities of transformation with agility and grace.