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3. 10 Coaching Models & Styles...
10 COACHING MODELS & STYLES TO USE IN THE WORKPLACE (IN 2024)
Written by Gem Siocon
11 minutes read
Developing strong coaching models and styles to use in the workplace is
essential for fostering a collaborative, successful atmosphere. Good coaching by
managers can enhance skills, boost morale, increase motivation and ultimately
lead to better productivity.
In a survey by HR.com and Together, 66% of HR professionals agree that coaching
leads to increased individual performance, while 57% said it improves
organizational performance.
Through coaching, employees become self-aware of their strengths and
shortcomings and can take a proactive approach to addressing them with the help
of a company-sponsored coach. Employees taking ownership of their performance
and development enhances their productivity and work commitment, ultimately
benefiting the organization.
Let’s better understand what is coaching, and the various coaching models and
styles to consider when implementing coaching across the organization.
Contents
What is coaching in the workplace?
Types of coaching models
5 coaching models
5 styles of coaching in the workplace
WHAT IS COACHING IN THE WORKPLACE?
Workplace coaching is a collaborative relationship between a coach and an
employee (the coachee). Employees set specific and measurable goals that are
aligned with their jobs as well as organizational objectives. Employees take a
journey of self-discovery while the coach provides support and guidance.
HR may be directly involved by coaching employees based on their needs and
career aspirations. They can also design and deliver coaching programs targeted
for specific teams or organizational goals.
HR can also train managers with coaching skills and give them access to coaching
resources via templates and online software. They can collect and analyze data
from HR-sponsored coaching programs to evaluate their effectiveness and make
recommendations.
According to Gallup, coaching is an essential part of the employee experience in
an organization. The best form of development happens when employees receive
coaching while working, which involves goal setting and receiving meaningful
feedback. When employees’ mental needs are met, they can concentrate on
mastering their jobs and producing excellent results.
Learn more 8 Steps To Implement and Enable Coaching in the Workplace
THE ADVANTAGES OF COACHING IN THE WORKPLACE
* Coaching helps employees improve their productivity, efficiency, and quality
of work. According to Personnel Management Association, people’s productivity
improves by an average of 86% when training is complemented with coaching
* Coaching increases engagement. Employees feel valued and motivated to excel
with the help of the coaches
* Leadership coaching equips managers with the skills and knowledge to
successfully motivate and manage their teams
* Coaching helps employees/coachees manage stress and build resilience through
the action plan designed by the coach and coachee
* Coaching fosters open communication, promoting trust and teamwork
* Coaching enables employees to confidentially discuss their weaknesses with a
coach, helping to boost their job satisfaction
* Coaching fosters continuous improvement. Employees are encouraged to embrace
new skills, challenges, and opportunities.
> HR TIP
>
> Include coaching in your performance management process
>
> Coach employees during performance reviews and career development
> conversations. Incorporating it can help employees set personal objectives to
> improve their skills.
TYPES OF COACHING MODELS
There are different coaching models to suit other individuals and address other
objectives:
* Leadership coaching: Tailored for business leaders who want to successfully
lead and inspire their teams. Managers learn about reaching team goals,
motivating team members, resolving conflicts, and delegating tasks.
* Executive coaching: Centers on helping executives and senior managers to be
more effective in their roles. It teaches strategic thinking,
decision-making, communication, and interpersonal skills.
* Team coaching: Helps teams achieve their goals through collaboration,
communication, and problem-solving among team members. Team members identify
their shared objectives, discuss challenges, and develop strategies.
* Sales coaching: Helps salespeople improve their skills and achieve their
sales goals. Covers topics like sales assessment, design and planning, and
optimization.
5 COACHING MODELS
Coaching methods use different techniques to help the coachee achieve their
goals. With that said, here are five coaching framework examples:
1. GROW MODEL
The GROW coaching framework is a simple process well-suited for setting and
achieving goals. It is ideal for newbie coaches and coachees with short-term
goals or specific challenges.
GROW stands for Goals, Reality, Options, and Will
* Goals – the coach helps the coachee determine their goals by setting SMART
goals (specific, measurable, achievable, relevant, and timebound).
* Reality – coach asks questions to identify the coachee’s weaknesses and
challenges.
* Options – the coach and coachee brainstorm different options and strategies
to close the gap between goals and reality.
* Will – coach helps coachee draw an action plan for achieving their goals,
including identifying specific steps, assigning responsibilities, and setting
deadlines.
EXAMPLE
* Goal: A marketing manager needs help to meet her sales target. She wants to
raise her sales performance by 10% and increase her team’s productivity.
* Current reality: The marketing manager’s sales figures plummeted over the
past few months, averaging 15% less than the sales quota. She is feeling
stressed with the performance. Moreover, her team members are not fully
engaged in their work.
* Options: The marketing manager has the following options to improve the sales
targets:
* Develop and implement multiple marketing strategies
* Delegate admin tasks to her team members so she can focus on more strategic
ones
* Train her team members and be more supportive
* Implement a new incentive program to reward best performing members.
* Will: The marketing manager formulated a comprehensive marketing plan to grow
her sales targets:
* Use paid ads and social media to boost marketing efforts
* Assign tasks to team members like appointment setting and answering
after-sales queries so the manager can focus more on important tasks like
reviewing sales performance and meeting high-value clients and leads
* Conduct training on different sales techniques and customer relationship
management
* Give cash incentives to sales staff that exceed their sales targets.
* The marketing manager and the coach meet regularly to track progress and make
adjustments as needed.
> HR TIP
>
> Provide access to coaching resources
>
> Make coaching services available to employees through internal coaches,
> external partnerships, or online coaching platforms. Making coaching more
> accessible promotes coaching culture and ensures every employee takes
> advantage of these opportunities.
2. OSKAR MODEL
The OSKAR model is a solution-focused coaching methodology that aims to address
complex problems and accomplish long-term goals. This model is beneficial for
coachees who are feeling overwhelmed or stuck.
OSKAR stands for Outcome, Scale, Know-how, Affirmation, Action and Review
* Outcome: The coach helps the coachee define the desired result by setting
SMART goals. SMART goals provide clear direction and remove distractions.
* Scaling: The coach and coachee evaluate the scale of the goal, considering
its feasibility and potential impact to make sure it is realistic and aligned
with the coachee’s bigger plans.
* Know-how and resources: The coach and coachee then determine the skills and
resources needed to reach the goal, which includes mentoring, training, or
access to specific tools or equipment.
* Affirm and action: The coach assists the coachee to affirm their strengths
and beliefs. They create an action plan, which outlines the steps and the
deadlines.
* Review: The coach and coachee regularly review progress, identify other
obstacles, and adjust to the action plan as required. This guarantees that
the coachee stays on track and progresses toward the goal.
EXAMPLE
An employee is often absent at work. He consistently arrives late or leaves
early. His behavior causes project delays and affects the whole team.
* Outcome: The coach and the employee discuss the desired outcome: the employee
will comply 100% with the company’s attendance policy and be a team player.
The employee must not be absent more than twice every quarter. He must also
not be late or leave early at work.
* Scaling: On a scale of 1 to 10, the coach asks the employee to rate his
current attendance. The employee is aware of his numerous absences and rated
himself at 5. He is late or absent due to a bad habit of procrastination.
* Know-how and resources: The coach and the employee explore solutions to
address the underlying causes of procrastination: time and stress management
strategies. Additionally, the coach recommended employee assistance programs,
wellness benefits, and flexible work schedules.
* Affirm and action: The coach acknowledges the employees’ honesty and
commitment to address his problems. Together, they develop a concrete plan
with specific steps like:
* Implementing time management tools and techniques like creating a work
schedule and sticking to it
* Discussing the possibility of remote work or flexible work schedule to
avoid being late or absent
* Establishing a clear communication protocol that the employee will
immediately notify his supervisor in case of absences.
* In addition, the coach stressed that the employee is 100% responsible for his
attendance and encourages him to prioritize his wellbeing and work
commitment.
3. CLEAR MODEL
The CLEAR Model is a process-oriented coaching method. It promotes building
rapport and trust between the coach and the coachee. It is a good choice for
coaches working with coachees new to coaching or hesitant to open up about their
challenges. Organizations should build close professional relationships among
employees and create a coaching culture.
CLEAR stands for Contract, Listen, Explore, Action and Review
* * Contract: The coach and coachee list down the goals, expectations, and
limitations of the coaching process
* * Listening: The coach uses open-ended questions to understand the coachee’s
concerns, perspectives, challenges, and aspirations.
* * Exploring: The coach encourages the coachee to reflect and explore
underlying beliefs and patterns influencing their behavior.
* * Action: The coach and coachee collaboratively develop a plan of action,
outlining SMART goals, actionable steps, and necessary resources to achieve
the desired outcomes
* * Review: The coach and coachee meet regularly to evaluate the progress. The
coach provides feedback, celebrates achievements, and adjusts the action
plan when necessary.
EXAMPLE
A software engineer needs help meeting deadlines and passing his manager’s
quality checks. He feels overwhelmed and stressed, and his performance has
declined recently.
* Contracting: The coach and engineer discuss the purpose of their coaching
agreement. The engineer expressed unhappiness with his performance and his
desire to improve. The coach then outlined the coaching process and explained
it would be teamwork in identifying solutions and achieving goals.
* Listening: The coach asks open-ended questions to fully understand the
engineer’s challenges and frustrations about his inability to send work on
time and have high-quality output. The coach actively listens without
interrupting or judging the engineer, providing a supportive environment that
allows the engineer to be transparent with his concerns.
* Exploring: The coach encourages the engineer to examine the factors causing
poor performance. The engineer identifies his problems: difficulty managing
his time, prioritizing tasks, and understanding the manager’s expectations.
He also acknowledges his tendency to delay decision-making whenever he feels
overwhelmed with complex projects.
* Action: With the coach’s guidance, the engineer developed an action plan to
address his performance issues. The plan includes:
* Clearly assigning tasks to team members and the deadline for each task to
create accountability
* Submission of daily reports after work to monitor progress and flag any
problems immediately
* Providing the necessary tools and resources to members to make them more
efficient and avoid delays.
* Review: The coach manager and engineer regularly review progress, monitor
goals, and adjust action plans as needed.
4. FUEL MODEL
The FUEL model aims to change behavior or improve performance. It emphasizes
understanding the coachee’s motivation, challenges, and opportunities and
creating a plan with actionable steps to achieve goals.
FUEL stands for Frame the Conversation, Understand the Current State, Explore
the Desired Goal, and Lay Out the Plan
* Frame the Conversation: The coach and coachee agree on the purpose of the
coaching relationship, the process, and the result.
* Understand the Current State: Next, the coach asks open-ended questions to
discover the coachee’s present situation and their values, strengths, and
available resources. During this discovery phase, the coach also tries to
identify any weaknesses and obstacles that are getting in the way of the
coachee achieving their goals.
* Explore the Desired Goal: Envisioning their desired future state, the coach
helps the coachee set SMART goals. Together, they explore options and methods
for achieving the targeted outcome.
* Lay Out the Plan: Once the coachee decides on options and goals, they draw an
action plan listing specific steps and timelines. KPIs are created to track
progress. The coach regularly checks with the coachee for feedback and
support.
EXAMPLE
The new project manager has difficulty managing a complex project with multiple
stakeholders’ approval, conflicting deadlines, and limited resources. He feels
stressed and uncertain of his ability to complete the project.
* Frame the Conversation: The coach and coachee establish the coachee’s goals,
defining the roles and responsibilities of each person.
* Understand the Current State: Next, the coach asks open-ended questions
regarding the project manager’s challenges: problems delegating tasks,
communicating with team members, and managing stakeholders’ expectations. The
project manager acknowledged he didn’t have enough experience for the project
and was anxious about his ability to complete it on time and satisfy
stakeholders’ expectations.
* Explore the Desired Goal: The coach encouraged the project manager to
envision the desired outcome: getting the stakeholders’ approval, confidently
leading, and completing the project. They discussed various steps to help
accomplish the objective:
* Implement project management tools like Agile or Kanban
* Communicate effectively with members through progress reports and regular
meetings
* Delegate tasks effectively so everyone contributes equally to project
completion and avoid missing deadlines
* Regularly update stakeholders to manage their expectations and avoid
misunderstandings.
* The coach guides the project manager to create SMART goals to complete the
project and communicate frequently.
* Lay Out the Plan: The coach and project manager collaborated to develop a
concrete action plan detailing the steps, timeline, and resources needed.
They also set KPIs to monitor and measure progress like budget adherence,
stakeholder satisfaction, and meeting deadlines. Finally, they agreed to have
weekly check-ins and coaching sessions.
5. PEER COACHING MODEL
Peer coaching is a collaborative process where individuals work together to
reflect on their practices, set goals, and provide each other with feedback and
support. A peer coaching model typically involves peers taking on the roles of
both coach and coachee, with the aim of fostering professional growth and
development.
Integrating peer coaching into the workplace by HR can contribute significantly
to employee development, teamwork, and overall organizational success. Provide
training for employees who will take on coaching roles. This training should
cover effective coaching techniques, active listening, providing constructive
feedback, and maintaining confidentiality.
Further reading Peer Coaching: Benefits and Best Practices
5 STYLES OF COACHING IN THE WORKPLACE
Apart from various types of coaching in the workplace, there are also different
styles of coaching, or how coaching can be approached.
1. DIRECTIVE COACHING
In directive coaching, the coach takes a more authoritative and instructive
role, providing specific guidance, solutions, and instructions to the coachee.
The coach takes charge of the conversation and offers clear directives.
The prosThe consProvides clear guidance and quick decision-makingMay discourage
independent thinkingEffective for urgent or critical situationsMight create
dependence on the coachSuitable for individuals with limited experienceLimits
the coachee’s ability to develop problem-solving skills
> WHEN TO USE
>
> Use when there is an urgent need for specific actions or decisions, or when
> the coachee lacks experience and requires explicit guidance.
2. NONDIRECTIVE/ FACILITATIVE COACHING
Nondirective, or facilitative coaching emphasizes open-ended questioning, active
listening, and allowing the coachee to explore their thoughts and solutions. The
coach refrains from providing direct answers and encourages self-discovery.
The prosThe consEncourages self-discovery and independent
problem-solvingRequires more time for coachee reflection and explorationFosters
critical thinking and creativityMay not be suitable for urgent situationsBuilds
the coachee’s confidence and autonomyEffectiveness depends on the coachee’s
readiness for self-directed learning
> WHEN TO USE
>
> Nondirective coaching is effective when the coachee needs to develop
> problem-solving skills, gain insights, or when the focus is on personal
> development.
3. AUTOCRATIC COACHING
In autocratic coaching, the coach makes decisions on behalf of the coachee
without much collaboration. The coach provides clear instructions and expects
compliance.
The prosThe consEnables quick decision-makingMay lead to a lack of coachee
engagementEffective in situations where the coach has specific expertiseCould
result in reduced motivation and initiativeProvides a clear direction for the
coacheeLimits input and creativity from the coachee
> WHEN TO USE
>
> Autocratic coaching may be appropriate in situations where quick decisions are
> needed, or when the coach possesses specific expertise required for
> decision-making.
4. DEMOCRATIC / COLLABORATIVE COACHING
Democratic coaching involves joint decision-making and collaboration between the
coach and coachee. The coach seeks input and considers the coachee’s perspective
in the decision-making process.
The prosThe consEncourages teamwork and collaborationDecision-making process may
be time-consumingFosters a sense of ownership and commitmentRequires effective
communication and conflict resolution skillsConsiders diverse perspectives and
ideasCoachee input may not always align with organizational goals
> WHEN TO USE
>
> Democratic coaching is suitable when building consensus, fostering teamwork,
> and when the coachee’s input is valuable for effective decision-making.
4. LAISSEZ-FAIRE COACHING
This coaching style is characterized by a hands-off approach, where the coach
provides minimal guidance or intervention, allowing the coachee to take the lead
in their development.
The prosThe consEmpowers highly self-directed and motivated coacheesMay lead to
a lack of structure or directionAllows for independent decision-making and
initiativeCould result in disengagement or lack of progressFosters a sense of
responsibility and accountabilityMay not be suitable for individuals who require
more guidance
> WHEN TO USE
>
> Laissez-faire coaching can be appropriate when the coachee is highly
> self-directed, experienced, and capable of managing their own development with
> minimal oversight.
5. SITUATIONAL COACHING
Situational coaching involves adapting the coaching style based on the specific
circumstances and needs of the coachee. The coach assesses the situation and
adjusts their approach accordingly.
The prosThe consAdaptable to the specific needs of the coacheeAdaptable to the
specific needs of the coacheeTailors coaching approach to different
situationsTailors coaching approach to different situationsEnhances flexibility
and responsivenessEnhances flexibility and responsiveness
> WHEN TO USE
>
> This coaching style is versatile and is suitable for a variety of scenarios,
> allowing the coach to tailor their approach based on the coachee’s
> developmental stage, challenges, or goals.
KEY TAKEAWAY
There are different types of coaching models and styles to suit every employee’s
needs and goals. When choosing a coaching model and style, HR should consider
the employee needs, the organizational goals, the coach’s expertise and
experience, and the specific context of the coaching session.
HR should also select flexible coaching models that can be adapted to different
business needs. Gathering feedback and monitoring employee improvement is
essential to measuring the coaching model’s effectiveness.
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GEM SIOCON
Gem Siocon is a digital marketer and content writer, specializing in
recruitment, recruitment marketing, and L&D.
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Contents
10 Coaching Models & Styles To Use in the Workplace (in 2024)
What is coaching in the workplace?
Types of coaching models
5 coaching models
5 styles of coaching in the workplace
Relevant Articles
What Is Group Mentoring? 9 Steps To Start a Group Mentoring Program
Talent Development 101: Strategy & Examples for Your Business
What Is a Training Matrix? (Plus 7 Steps To Using One)
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