The document outlines a coaching model and process that contains 4 steps: Situation, Options, Action Plan, and Reinforcement. It describes the SOAR model and coaching skills like listening, questioning, providing feedback. It discusses directive vs non-directive coaching styles and provides tips for effective coaching conversations, such as listening more than talking and helping the employee create realistic and accountable action plans.
2. Program Roadmap
Step 1
Situation
I. The Impact of Coaching
Step 2
Options
S
Step 3
Action Plan
Step 4
Reinforcement
O
A
R
Communication
Listening
Body Language
Questioning
Phone Coaching
Ride Along Coaching
III. Coaching Model
IV. Coaching Skills
The Value of Coaching
Motivation & Performance
II. Coaching Dimensions
Creating a Coaching
Environment
Types of Coaching
Coaching Considerations
3. Coaching Model
• Process that contains four simple steps
• Creates a predictable progression
toward outcomes
• Creates a collaborative environment
• Does not have to be a linear process
5. Directive
• Establish the focus for the
coaching discussion.
• Give the employee feedback
about his performance.
• Tell the employee why you
think he needs to change.
• Tell the employee what you
think his underlying need is
and why.
Non-Directive
• Ask the employee to establish the
focus for the coaching discussion.
• Ask the employee to evaluate their
performance.
• What specific outcomes do you
want to accomplish by the end of
our coaching?
• What is the problem you are trying
to solve?
• How will you know you’ve been
successful?
S Situation
6. • Ask the employee to establish the focus
for the coaching discussion.
• Ask the employee to evaluate their
performance.
• What specific outcomes do you want to
accomplish by the end of our coaching?
• What is the problem you are trying to
solve?
• How will you know you’ve been
successful?
Non-Directive
Tips
• Listen more than talk
• Don’t get hooked on the story
• Use silence
S Situation
7. O Discover Options
• Tell the employee what you
think his goals should be.
• Ask his opinion. Are there other
options that you and he can
explore.
• If you have observed him in
action, identify the barriers you
see and give good, specific
feedback.
• Gain commitment on his course
of action .
Directive Non-Directive
• What needs to happen?
• What have you tried (thought of)
already?
• What have you seen work for
others?
• How does this option relate to
reaching your goal?
• What would be the outcome of that
approach?
• What are both the positives and
negatives.
8. O Discover Options
Tips
• Remain neutral
• Push for multiple options
Non-Directive
• What needs to happen?
• What have you tried (thought of) already?
• What have you seen work for others?
• How does this option relate to reaching
your goal?
• What would be the outcome of that
approach?
• What are both the positives and negatives.
9. Discover Options
Possible Solutions
1 2 3 4 5
Will that solve your problem?
What are the consequences of that solution?
employee
ManagerWhat have you
tried so far?
11. A Create an Action
Plan
• What action plans have you
made/or will make?
• How will these actions contribute
to achieving your goal?
• Is it really feasible /
possible to meet that deadline?
Why or why not?
• Would it help to take this in
smaller pieces?
Directive Non-Directive
• Tell the employee what you think
his action plan should be.
• Ask his opinion. Look for
agreement..
• Tell him what steps he needs to
take to accomplish his action plan.
• Set the time line and confirm
agreement.
12. A Create an Action
Plan
• What action plans have you
made/or will make?
• How will these actions contribute
to achieving your goal?
• Is it really feasible /
possible to meet that deadline?
Why or why not?
• Would it help to take this in
smaller pieces?
Tips
• Don’t take notes
• employee must be specific
Non-Directive
13. R Reinforce
• Advise him on what to do if he
meets resistance.
• Summarize what you think he
should do and discuss possible
barriers.
• Ask the employee to review
what has been learned.
• Re-emphasize your support.
• Ask questions to explore the
resources needed and to
uncover possible barriers.
• Clarify what action is needed to
clear these barriers and where
you can assist.
• Support by ensuring co-
operation from others, use of
resources, change in work
priorities or delegation of
authority.
Directive Non-Directive
14. R Reinforce
• Ask questions to explore the
resources needed and to
uncover possible barriers.
• Clarify what action is needed to
clear these barriers and where
you can assist.
• Support by ensuring co-
operation from others, use of
resources, change in work
priorities or delegation of
authority.
Tips
• Help employee be realistic
• Assure accountability
Non-Directive
15. Coaching Tips
• Make sure the employee knows you are
coaching him
• Choose the right environment
• Create a focus for the session
• Don’t get hooked on the story
• Don’t assume you have the “right” solution
• Listen more than talk
• If you’re thinking about the next question to
ask, you're not listening
• Suspend judgment
• Maintain confidentiality
17. Coaching Check List
Step 1. Communication style
Step 2. Create the right coaching environment
Step 3. Level of motivation and key motivators
Step 4. Generational/Cultural consideration
Step 5. Focus for the coaching session
Step 6. Type of coaching - Directive or Nondirective