Learning & Development

How to Build an Ideal Coaching Model for Your Coaching Programs

According to recent research, the coaching models and practices organizations develop and follow significantly correlate to their overall market performance, but many organizations still rate their coaching programs and practices as barely effective or not effective at all.


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This brief overview shows how you can work to build an ideal coaching model for the coaching programs at your own organization.

Determine Goals for Each Coaching Program

First, it is imperative that you determine the goals for your coaching programs and that those goals are directly related to the success of your organization.
For instance, do you want your coaching programs to increase sales, increase employee retention and productivity rates, or do something else to further the success of your organization?
Make sure that the goals for your coaching programs are specific, measurable, achievable, relevant, and time-bound (SMART); otherwise, they will not yield results, as most coaching programs fail or don’t yield positive returns because their outcomes aren’t measured.

Explore Different Coaching Models

Once you have determined the goals for your coaching programs, decide which well-known coaching models will best help you reach those goals to get started. Try to select models that support or coincide with the current culture at your organization, too.
Some well-known coaching models that have distinct stages include:

  • Goal, reality, options or obstacles, and will or way forward (GROW)
  • Contract, listen, explore, action, and review (CLEAR)
  • Frame the conversation, understand the current state, explore the desired state, and lay out a success plan (FUEL)
  • Outcome, scaling, know-how, affirm and action, and review (OSKAR)

Customize Your Coaching Programs

As you explore possible coaching models, make note of how they are similar and how they are different; then, decide which stages are most relevant to the specific goals of your organization, as well as its overall culture.
For example, you might want to implement exploration and listening stages without necessarily incorporating official contracting stages. Or, maybe focus on a way forward without a step that entails scaling and so on.

Continue to Monitor and Evaluate Your Coaching Programs

After you implement your coaching programs, you must continue to monitor and evaluate them if you want them to remain successful. Essentially, make sure that they continue to reach the SMART goals you determined for them. Otherwise, you will never truly know if your coaching programs are benefiting your organization or its employees.
If you want to build an ideal coaching model and programs for your organization, follow the steps and best practices outlined above.
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