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Understanding the coaching process
Because every coach is different, there
will be a myriad of different coaching
models and processes that can be
followed. Indeed, a Google search found
48 million references to coaching models.
Models are important because coaching
does not happen as a ‘one off’
engagement. It cannot happen on the
hoof. It absolutely needs to be a fully
engaged commitment – both by the coach
and the coachee – and then rigorously
instigated and continuously improved.
Individuals can either adopt or create
their own coaching model. They need to
find a process and a method of
engagement that works for them.
Getting to know your team members
We all believe we know our team well. We
know how they perform at work. We might
have a personal relationship with them.
We believe that we understand their
personality.
However, we can easily make false
assumptions. We can forget that just like
ourselves, people might present
themselves differently at work to how
they’re actually feeling inside. That over-
confident 22 year old graduate could
easily be masking a highly insecure
individual. When a stalwart team
member’s performance suddenly takes a
dive perhaps you don’t really know what
is the cause.
“Every interaction is different
and indeed every coach’s
approach is diverse”.
Gary Wyles, Managing Director, Festo Didactic Training & Consulting
Coaching requires a deep understanding
of the personalities of your team. While
personality assessments, such as DiSC®,
can play a part, it’s only through a high
level of trust and empathy, effective and
active listening and understanding both
verbal and non-verbal communication,
that a real understanding of your team
emerges.
Explore coaching skills
Effective questioning is the basis of most
coaching conversations. Using a mixture
of open and closed probes, the power of
silence and reflection, to dig deeper into
the thoughts of the coachee.
Common coaching errors
An important skill is how to
summarise discussions without the
coach spinning information to fit
their own agenda. Equally, coaches
need help to recognise and avoid
entering into a coaching
conversation with preconceptions.
These ‘thinking errors’ can cause
the coach to lose objectivity and
can include:
• Labelling
• Discounting the positive
• Magnification
• Mind-reading
• Fortune-telling
• Blame
Coaching the coach
Just like any skill, coaching takes practice.
But it’s not really fair that these practice
sessions are played out on coachees
themselves. By collectively working with
coaches not only are there opportunities
for them to practice the skills through role
and real plays, but they can also get
feedback directly from other coaches.
When we created our coaching culture in
Festo, this was the break through point.
We created communities of coaches
nationally and internationally. They all
had the same experience; they were all
coaching their team. They established
virtual and real groups where they could
continue to practice, hone and refine their
coaching skills. So while coaching is
indeed a skill that can be learnt. It’s never
one that’s totally nailed. There’s always
more to learn and more that can be done.
That is what makes it such an exciting
area to be involved with.
Find out more about
Festo Training &
Consulting
courses and programmes at