Coaching Models

Introduction

Why do some teams or team members feel innately empowered to give their best work, while others feel stuck and chronically unfulfilled? Sometimes, words of encouragement or disciplinary pressures simply aren't sufficient or sustainable. To actually achieve performance break-throughs and see transformational results, leaders need a systematic approach that targets the specific situation and needs of their teams. Our Coaching Models presentation offers a collection of easily applicable coaching frameworks, such as GROW, OSKAR, CLEAR, FUEL, as well as coaching management tools for both individual and team-level mentorship. Tailor these slides to bring attention to key problem areas, find room for improvement, and document step-by-step action items to bridge performance gaps.

Well designed coaching plans not only provide managers a clear blueprint to understand the strengths and weaknesses of their teams, but also impart employees a sense of personal accountability. In the long run, the guidance of an effective coaching system can plant an innate sense of motivation for employees as they feel valued and supported for their career growth. And across the board, the workforce can be better equipped with the skills and confidence to meet or even excel targets. A win-win for both the individuals and the collective.

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Coaching Methodologies

GROW Coaching Model

The GROW framework (Goal, Reality, Options, Way Forward) provides the foundational structure and clarity to anchor coaching sessions. Managers, mentors, and team leaders can use it to guide employees to set clear objectives, assess current situation, explore potential solutions, and commit to actionable steps. With this organization in place, sessions can actually lead to meaningful progress rather than vague, open-ended discussions. Below is a step-by-step breakdown of GROW's components:

1. Goal – Define a clear, specific, and measurable objective to work toward.
2. Reality – Assess the current situation, challenges, and resources available.
3. Options – Explore possible solutions and alternative approaches to achieve the goal.
4. Way forward – Commit to concrete actions, set deadlines, and establish accountability.

Agile Team Coaching

Unlike traditional coaching, which often focuses on individual skill development, Agile coaching emphasizes team dynamics, workflow efficiency, and collective problem-solving. The goal here isn't to provide direct solutions, but to enable teams to become self-sufficient problem solvers. So this approach is particularly useful for organizations that value long-term resilience, innovative thinking, and autonomy.

Agile coaches guide teams through continuous improvement through retrospectives facilitation, workflow refinement, and iterative adjustments. Through stand-ups, test-driven development, and cross-functional teamwork, teams find ways to balance speed and quality and learn to be adaptive to challenges and changing business demands.

Systemic Coaching

Based on Peter Hawkins' "Five Disciplines Model", systemic team coaching addresses both internal team dynamics and external stakeholder relationships. Unlike traditional coaching models that focus solely on team and/or individual development, systemic coaching integrates the broader organizational and market context to maintain alignment with strategic goals.

The "team tasks" component defines team objective and measurable outcomes. In addition to establishing these priorities, workflow efficiency is also refined in the process. The focus of the "team relationships" component is on internal team dynamics. Open communication, trust building, and peer learning allow teams to function cohesively. While regular huddles, reflective discussions, and feedback loops prevent interpersonal challenges from hindering performance.

But teams do not operate in isolation. The "stakeholder expectations" aspect aligns the team's work with broader business goals via active engagement with leadership, clients, and other business units. And "stakeholder relationships" guides how teams interact and communicate with key external partners with a spirit of transparency and responsiveness.

Finally, at its core, "team learning" consolidates the abovementioned aspects into a cycle of reflection and growth. Teams should regularly assess their progress, refine their approaches, and find ways to adapt to new challenges with agility. 

OSKAR Coaching Model

The OSKAR model is a solution-focused approach to facilitate structured and goal-oriented coaching conversations. It consists of five key stages: Outcome, Scaling, Know-how, Action, and Review.

1. Outcome – At the start of the session, define clear, measurable goals that align with the organization's business objectives.
2. Scaling – Assess the current situation and progress toward goal on a numeric scale.
3. Know-how – Identify existing strengths, skills, and resources that can support progress. Encouraging the coachee/mentee to leverage current capabilities rather than focusing solely on weaknesses elevates self confidence.
4. Action – Develop specific, time-bound steps to move toward the desired state. Each action item is tied to success metrics.
5. Review – Track progress through regularly scheduled check-ins after the coaching session. Refine strategies and make ongoing adjustments as needed.

CLEAR Coaching Model

While the OSKAR model is solution-focused, the CLEAR coaching model is driven by conversation. It is intended for deep reflection and behavioral change through active listening and exploration of underlying challenges before determining actions. It is best suited for scenarios that involved leadership development, complex problem-solving, or coaching conversations that require high emotional intelligence.

The process begins with the "Contract" stage, where the coach and coachee establish objectives for the session. This aligns expectations, organizational goals, and individual development needs. Then use the "Listen" phase to make the coachee feel heard and supported by encouraging them to share their thoughts, challenges, and concerns without interruption. Active listening is crucial here, as it helps uncover underlying issues such as skill gaps, workplace barriers, or confidence challenges.

The "Explore" stage identifies possible solutions and strategies. The coach facilitates discussions to generate options, challenge limiting beliefs, and encourage problem-solving. This is followed by the "Action" phase, when concrete steps are outlined to achieve the coaching objectives. Finally, the "Review" stage sets up how progress will be tracked. Regular check-ins can help refine strategies and reinforce positive behaviors.

FUEL Coaching Model

Compared to the previous coaching models, the FUEL framework is more action-oriented. Compared to OSKAR and CLEAR, FUEL places a strong emphasis on strategic alignment, making it ideal for executive coaching and career development programs. FUEL sessions not only support individual growth but also contribute to business objectives:

1. Frame the conversation – Establish the purpose of the coaching session, define focus areas, and clarify desired outcomes.
2. Understand the current state – An honest evaluation to uncover challenges and strengths and pinpoint metrics to assess the starting point.
3. Explore the desired state – Discuss potential strategies, set realistic goals, and decide what success looks like. Use this time to brainstorm solutions and align coachee's aspirations with organizational objectives.
4. Lay out a success plan – Develop an action plan with tasks, timelines, and accountability measures.

Coaching Management

While the above models provide mental frameworks and conversation guidance for coaching sessions, additional coaching management tools can be used in conjunction with any of these approaches to maintain momentum.

Individual Coaching Management

When it comes to personalized coaching for individual team members, the mentee profile provides a snapshot of an employee's strengths, skills, goals, and areas for improvement. It highlights key development areas, learning preferences, and immediate actions needed to bridge skill gaps. By outlining an individual's technical abilities, soft skills, and preferred feedback style, coaches can tailor their approach for maximum impact.

The individual development plan (IDP) expands on this by setting structured goals and tracking professional growth over time. It defines core competencies required for career advancement, assigns developmental activities, and sets clear deadlines for progress. These tools help managers track employee progress and provide targeted support for long-term career advancement.

Team Coaching Management

To get a high-level view of group performance, the team coaching scoreboard organizes coaching needs by job role, department, and progress status. By tracking success levels, evaluation scores, and completion rates, this tool helps coaches assess team-wide effectiveness and adjust their approach accordingly.

The peer coaching pairing sheet facilitates skill development and knowledge-sharing between employees by matching experienced professionals with those who seek mentorship. It identifies areas of expertise and areas where mentees need help. Collaborative learning is not only a good use of the existing talent pool, but also builds camaraderie between employees, creates self-sustaining teams, and promotes organic knowledge transfers.

Coaching Progress

No development can be sustained without accountability. Regardless of which coaching model was selected, coaching deliverables need to be established first and foremost to keep all parties involved on track and up to date. Coaching programs can be divided into milestones, paired with key actions and success metrics at each stage of the timeline.

Alternatively, the coaching process tracker offers a high-level view of the entire coaching journey, from discovery and assessment to execution and review. It assigns roles, schedules check-ins, and builds coaching sessions into defined phases.

Coaching Outcomes

The effectiveness of coaching programs can be measured through performance distribution, ROI of coaching initiatives, coaching results, and direct evaluation from participants. Positive results can be used to advocate for more resources and funding for coaching programs, while less favorable outcomes can provide bases for future improvement and refinement.

For example, one way to quantify coaching impact is with the Phillips ROI Model, which evaluates coaching through four stages: planning, data collection, analysis, and optimization. This model converts coaching outcomes into monetary value by isolating the effects of coaching and comparing coached vs. non-coached employees.

Conclusion

Intentionally designed Coaching Models and proper use of coaching management tools create a workplace culture that values personal accountability, skill development, and long-term career fulfillment. Whether through individual or team coaching, investing in the right coaching approach mutually benefits the employees and the broader organization.