10 Coaching Models & Styles To Use in the Workplace (in 2024)
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.
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.
- 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.
- 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.
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- Contract: The coach and coachee list down the goals, expectations, and limitations of the coaching process
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- Listening: The coach uses open-ended questions to understand the coachee’s concerns, perspectives, challenges, and aspirations.
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- Exploring: The coach encourages the coachee to reflect and explore underlying beliefs and patterns influencing their behavior.
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- Action: The coach and coachee collaboratively develop a plan of action, outlining SMART goals, actionable steps, and necessary resources to achieve the desired outcomes
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- 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.
- 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.
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 pros The cons Provides clear guidance and quick decision-making May discourage independent thinking Effective for urgent or critical situations Might create dependence on the coach Suitable for individuals with limited experience Limits 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 pros The cons Encourages self-discovery and independent problem-solving Requires more time for coachee reflection and exploration Fosters critical thinking and creativity May not be suitable for urgent situations Builds the coachee’s confidence and autonomy Effectiveness 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 pros The cons Enables quick decision-making May lead to a lack of coachee engagement Effective in situations where the coach has specific expertise Could result in reduced motivation and initiative Provides a clear direction for the coachee Limits 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 pros The cons Encourages teamwork and collaboration Decision-making process may be time-consuming Fosters a sense of ownership and commitment Requires effective communication and conflict resolution skills Considers diverse perspectives and ideas Coachee 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 pros The cons Empowers highly self-directed and motivated coachees May lead to a lack of structure or direction Allows for independent decision-making and initiative Could result in disengagement or lack of progress Fosters a sense of responsibility and accountability May 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 pros The cons Adaptable to the specific needs of the coachee Adaptable to the specific needs of the coachee Tailors coaching approach to different situations Tailors coaching approach to different situations Enhances flexibility and responsiveness Enhances 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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