THE CLEAR COACHING MODEL

1. THE CLEAR COACHING MODEL

2. What is a Coaching Model • A Coaching Model process contains simple steps • It creates a predictable progression towards outcomes • It creates a collaborative environment • It does not have to be a linear process

3. What is a Coaching Model • A coaching model guides your coachee through a logical sequence and provides a framework for your coaching session. • If you are a coach your results will be enhanced if you can respond flexibly to your coachees depending on their needs and these effective coaching models may help you.

4. What is a Coaching Model • It helps to provide a purpose to the session by defining an outcome at the beginning preventing it becoming a 'chat' with no clear purpose. • It can also be a prompt to ensure that the session stays 'on track'. • The skill of the coach is in knowing what your client needs at a particular moment so a toolkit of different models is helpful to draw upon and use as appropriate.

5. Many Coaches, Many Models • A coaching model is a framework; it does not tell you how to coach but, rather, it's the underlying structure that you can use when you're coaching someone.  • There is no single coaching model fitting everybody and every situation • Although there are some documented and published coaching models many people build their own models • How to integrate different models to create your own.

6. Why use a coaching Model • Some coaching approaches do not use models at all and some coaches would argue that models are constraining. Instead emphasis is put on the coach responding entirely to the coachee and their needs at a particular point in time, more emphasis being put on the process of coaching itself – raising awareness, deepening learning, generating responsibility and building self-belief in the coachee.

7. THE CLEAR COACHING MODEL

8. THE CLEAR COACHING MODEL

9. THE CLEAR COACHING MODEL • The CLEAR coaching model was developed by Peter Hawkins in the early 80’s, and is an acronym for • Contracting • Listening • Exploring • Action • Review

10. THE CLEAR COACHING MODEL Contracting • This is the beginning of the coaching session. Here you are not only helping your coachee establish what outcomes they want to achieve as a result of coaching you are also opening up the discussion, establishing the scope of the coaching and setting ground rules for working together. It sets expectations.

11. Contracting Questions • Contracting: The conversation might look something like the following: • Coach: We have around an hour, so let’s check what would be useful to you today. Last time we met, you suggested you may like to focus on your lead responsibility for improving diversity in the workplace. Is that still the case? • Client: Yes, I’d like to look at the board presentation I have next week. • Coach: Great. Where would you like to get to by the end of the hour? • Client: The paper has gone in, and I am fairly confident but would like to walk through it and think about the emphasis and the questions I may be asked. I’d like to feel confident that I have covered all the issues. • Coach: What would you like from me in the session? • Client: I’d like you to act as sounding board and help me identify the difficult questions. • Coach: Okay. I’ll keep track of time and maybe make a few notes and give you a time check ten minutes before the hour is up so we can summarize and see if we need to discuss anything else. Okay?

12. THE CLEAR COACHING MODEL • Listening • This stage is all about actively listening to your coachee and listening with empathy to help them to gain an understanding of their situation and personal insight. • Full and undivided attention; free from distractions • Paraphrases; matches the language of the speaker. • Understands and acknowledges the emotions and the words. • Expresses what is sensed beyond what has been said; gives speaker room to correct.

13. Listening • Listening: The coach acts as a sounding board to test the paper, asking appropriate questions such as those following:“Can you explain what you mean by… .” • “Where did that figure come from on page 34?” • “How do you know that you compare badly against your competitors in relation to women returners?”

14. THE CLEAR COACHING MODEL • Exploring: To get the employee to emotionally connect to a change in behavior; to experience an a-ha moment. • This stage comprises two elements:Exploring 1: Helping the coachee to understand their present situation and the personal impact the situation is having on themselves. Exploring 2: Challenging the coachee to think through possibilities for future action in resolving the situation.

15. Exploring Questions • Exploring: The coach helps the client look around the issue using open questions, reflections, challenge, and summary:“So, what I’m hearing you say is that when you get to this midpoint in the presentation, you’re worried that John will become challenging around the figures because he always picks up in the stats. Yes?” • “I wonder if you notice how well you present information and how you’re really good at presenting it using both the paper and the PowerPoint? You come across as being really confident about your data.” • “So, what is the worst thing that John could ask you? Where are you least confident about the paper?” • “What happens when you get anxious about what John may say?” • “What happens when you aren’t concerned about what John may ask? How can you do more of that on the day?” • “You said John likes an injection of humor. You have some of that, but how can you use that more if John challenges you?” • “So, let me summarize what you’ve said about what you’re confident about and what you might do differently… .”

16. THE CLEAR MODEL • Action: At this stage you are supporting the coachee in choosing a way ahead and deciding the next step. • The action stage is about moving toward specific commitments. This is when a plan is formulated for the path forward. It is often useful to do a “fast-forward rehearsal” during this stage, where the coach asks the coachee to envision enacting his/her commitments and see how it fits. • In this stage, we ask “who,” “what,” “where,” “when,” and “how.” Avoid using “why” questions, as they are useful in the listen and explore stage but less so in the action stage.

17. THE CLEAR MODEL • Action • We have a natural tendency to hear an “action plan” and respond with something like, “let me know how it goes…” But digging deeper will force your employee to really think through his/her steps, and the level of commitment will grow. How can you move past the default, and ask questions to ensure he/she is truly committed? • Who (will you speak too?),What will you say?,Where will the action take place?, When will you have it?, How will you start the conversation

18. Action • Action: The coach asks questions like the following:“So, given what we’ve discussed, what can you do between now and next week?” • “Who needs to action that? You or someone on your team?” • “How are you feeling about delivering this presentation right now?” • “How can you get to that positive state before you go into the board meeting?” • “What other actions have you highlighted today?”

19. The CLEAR MODEL • Review • Finally this is about closing the session, the coach reviews, reinforcing ground covered, decisions made and value added. As a coach you are also encouraging feedback from your coachee on what was helpful about the coaching process, what was difficult and what they would like to be different in future coaching sessions. • It can have a fixed conclusion but there is also a possibility for cyclical growth and development.

20. Review • Review: The coach asks questions like the following: • “In summary, what will you do as a result of this session?” • “What has been helpful? What has been less helpful to you today?” • “Is there anything else you want to mention before we close?”

22. Transformational Coaching Robert Hargrove of Masterful Coaching identifies three stages of Transformational Coaching • Transforming who people are: Empowering the client to create a shift in their perception about themselves, to help them learn, grow and produce results they truly desire. • Coaching people to learn to do new things: Enabling the client to change, reshape their patterns of thinking to move them from where they are getting stuck and to do things differently.

23. Transformational Coaching • Coaching for incremental improvement: Coaching people to continuously improve their current practices or do what they are already doing better. • One approach that is used in Transformational Coaching is to reframe the stories that we tell ourselves. Hargrove felt we tell our selves two kinds of stories • Rut stories and river stories • The coach walks with the client to transform the rut story to the river story • The river story speaks to new possibilities for themselves and supports them in fulfilling their potential

24. Application of the Coaching Models • Coaches use a range of tools and strategies to support their clients • Many of these you will learn throughout your training to be a coach • Some you will learn through reading and reflection and networking with other coaches and some you will develop yourself through your practice as a coach • A skilled coach applies the most appropriate strategy to the particular situation.

25. Application of the Coaching Models • The real skill lies not so much in the use of the tool but in the decision about which tool to apply and when • Tools, strategies and evaluation instruments are there to support the coach, but they shouldn’t drive the coaching process.

26. Resources: You Tube: The Clear Coaching Model You Tube: Coaching in Child Welfare : The CLEAR Coaching Model (practical ) UC Davis Extension for Human Services

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