We wrap up six coaching models you might need to incorporate into your performance management processes.
Over 77% of coaching clients report that coaching significantly improves their work performance, relationships, and communication skills.
So we know that coaching can have huge impact.
When it comes to performance management, employees can feel a little lost.
Where do they get started? They might have goals in place, but not actually know how to achieve them.
That’s where a coach comes into play.
And this is important for L&D professionals.
Why?
Because you need to link your learning to performance.
Keep reading to learn:
- What a coaching model is
- Why coaching models are useful in the workplace
- 6 key coaching models to know about
Let’s get stuck in.
What is a coaching model?
A coaching model is a structured framework that aims to guide the coaching process via a systematic approach to facilitating growth, development, and problem-solving.
It serves as a roadmap that coaches use to help individuals or teams identify goals, explore challenges, and develop strategies for achieving desired outcomes.
These models break down the coaching process into distinct phases or steps, offering clarity and direction for both the coach and the coachee.
By following a coaching model, coaches can ensure that sessions are productive, focused, and aligned with the objectives of the coachee.
Related: Complete guide to performance coaching
How is a coaching model useful?
Coaching models are invaluable tools that enhance the effectiveness of the coaching process.
They provide a clear structure that helps coaches:
- navigate complex conversations
- maintain focus on the coachee’s goals
- foster a collaborative environment
By using a model, coaches can create a consistent and repeatable process that ensures all critical aspects of the coaching journey are addressed.
This structure also helps in building rapport, establishing trust, and empowering the coachee to take ownership of their development.
Coaching models make it easier to measure progress. They often include steps for setting clear objectives, monitoring achievements, and adjusting strategies as needed.
But above all that, we know coaching models can have impact. 70% of coachees improve work performance, relationships, and communication.
All that’s left to do, is find the right coaching model for your learners.
💡 What’s the link to an LMS?
Well, an LMS can help you digitise a chosen coaching model; help you gather and analyse data, track learner progress and encourage peer-to-peer feedback
Learn more about our LMS platform
7 key coaching models
There are a variety of coaching models available, and for good reason.
Depending on your goals, the context, and of course your style, you will likely want different options when it comes to coaching to achieve the best results.
Some coaching models focus on goal-setting and action planning, while others emphasise reflection, learning, and behaviour change.
The 7 main coaching models we’re going to run through include:
- GROW model
- OSKAR model
- STEPPA model
- CLEAR model
- FUEL model
- AOR model
- WOOP model
Each model has its strengths and is chosen based on the specific needs of the coaching situation.
Let’s look at each one in a bit more detail.
GROW model
The GROW coaching model is one of the more popular coaching frameworks.
This model was developed in the late 1980s by business coaches Graham Alexander, Alan Fine and Sir John Whitmore.
It was created to build employee confidence and improve productivity.
G stands for Goals
This stage does what it says on the tin.
Employees outline what they want to achieve while they’re at the company.
They may already have their goals decided, or they may need guidance from their coach.
R stands for Reality
Next, the coach will help employees get a view of their abilities and the steps they need to take to achieve their goals.
Here, you would analyse strengths, skills and available resources.
The goal here is to identify how to best support your employee, and which barriers need to be moved.
O stands for Options
Here, the employee will consider options from their coach on how to obtain their goals.
Not everyone responds the same way and so, a coach needs to tailor the experience.
W stands for Will
The final stage is the will stage where the employee identifies the steps they will take. Will being the operative word.
Building a pathway of small goals that leads to larger ones is a great way to better visualise the path to progress.
Once the goals have been set and a plan is available to follow, the employee and coach will meet regularly to discuss progress.
OSKAR model
The OSKAR coaching model is a solution-focused coaching methodology.
The goal is to provide solutions to complex problems. Most frequently, this model is used for coachees who are feeling overwhelmed.
O stands for Outcome
In the Outcome stage, the coach collaborates with the employee to define the goals that both parties aim to achieve within the organisation.
They ask open-ended questions like “What skills would you like to develop?” or “What are your future goals?”
The goal is to clarify what the employee wants to accomplish and align it with the organisation’s objectives.
S stands for Scale
During the scale stage, the goals identified in the outcome stage are refined with more realistic expectations.
Coaches typically use a rating scale to gauge how close the employee feels they are to achieving these goals.
This helps narrow down the focus, so the coach can ask more specific questions that clarify what is needed to reach these goals.
K stands for Know-how
Here the coach evaluates the employee’s current strengths, weaknesses, and skills.
This assessment is crucial in understanding what development is required for the employee to reach their goals.
As a result, a more concrete action plan begins to take shape, outlining the steps needed to bridge the gap between the employee’s current abilities and their desired outcomes.
A stands for Affirm & Action
In this stage. employees to reflect on their current successes while identifying the actions necessary for further improvement.
This stage is about reinforcing what the employee is already doing well and motivating them to continue their professional growth.
Positive reinforcement is key here, as it encourages ongoing development and commitment to the goals.
R stands for Review
The review stage typically takes place at the beginning of the next coaching session.
The coach provides an overview of the employee’s progress, acknowledging the steps they’ve taken toward their goals.
This is also an opportunity to highlight areas where further improvement is needed, ensuring that the employee stays on track and continues to develop.
STEPPPA coaching model
The STEPPA coaching model, created by Angus McLeod in 2003, leverages the emotional context of a situation to define new goals.
It’s particularly useful when complex or challenging emotions are impeding an employee’s growth.
S stands for Subject
In the Subject stage, the coach works with the employee to identify the main topic or issue that needs discussion.
The employee leads the conversation, while the coach provides support by acknowledging and addressing any emotions that may be hindering the employee’s development.
The focus here is on understanding the context behind the issue and the emotions involved.
T stands for Target
During the Target stage, the employee identifies a specific, achievable outcome they want to reach within the organisation.
If the employee struggles to define a target, the coach steps in to help guide them towards an outcome that aligns with their current skills and is motivating enough to drive ongoing progress.
E stands for Emotions
The Emotions stage involves the coach evaluating the emotions tied to the employee’s goals.
The coach assesses whether these emotions are likely to support or hinder progress.
If strong negative emotions are linked to the goal, both the coach and the employee may need to reconsider whether the goal is truly beneficial or achievable.
P stands for Perception
In the Perception stage, the coach encourages the employee to view their goals within a broader context.
Together, they explore how pursuing these goals might affect the employee’s colleagues and what new opportunities may arise from achieving them.
This stage helps the employee understand the wider impact of their goals on their professional environment.
P Stands for Plan
At the Planning stage, the coach assists the employee in developing the initial steps needed to achieve their goal.
This involves creating a clear, actionable plan that outlines the specific tasks required to move forward.
P Stands for Pace
The Pace stage involves setting realistic deadlines and timelines for each task in the plan.
The goal is to ensure that deadlines are not so distant that the employee loses motivation, nor so close that they cause undue stress.
Maintaining a balanced pace is crucial for sustaining commitment and progress.
A Stands for Action
In the final Action stage, the coach and employee review the development plan, making any necessary adjustments or refinements.
The aim is for the employee to leave the session with a clear understanding of both their short-term and long-term goals, along with a solid grasp of how their emotions will continue to drive their progress.
CLEAR coaching model
The CLEAR model, developed by Peter Hawkins in 1985, is designed to facilitate personal change within employees, helping them achieve their professional goals through a series of coaching sessions.
C stands for Contract
In the Contract stage, the coach and employee collaborate to define the objectives of the coaching program.
They clarify what the employee hopes to achieve and agree on what a successful coaching session looks like from the employee’s perspective.
This helps to set clear expectations and outcomes for the coaching relationship.
L stands for Listen
Once the contract is established, the coach focuses on listening to the employee.
The goal is to understand the employee’s aspirations and challenges as thoroughly as possible.
The coach may gently steer the conversation back on track if it strays, but primarily, this stage is about letting the employee express their thoughts and feelings.
E stands for Explore
In the Explore stage, the coach helps the employee delve deeper into the emotional aspects of their current situation.
They explore how these emotions are connected to the employee’s circumstances and how they may need to change in order to achieve the desired goals.
This stage is crucial for uncovering underlying motivations and barriers.
A stands for Action
During the Action stage, the coach poses questions that guide the employee toward identifying the most effective steps to reach their goals.
This helps the employee commit to making the necessary changes by internalizing the insights gained during the exploration phase.
R stands for Review
The Review stage involves revisiting the key points and solutions discussed during the session.
The coach and employee assess whether these align with the expectations set in the Contract stage, making any necessary adjustments.
This stage also carries into the next session, where the coach checks in to see if the new perspectives have contributed to the employee’s growth.
FUEL coaching model
The FUEL coaching model was developed by John Zenger and Kathleen Stinnett.
It was detailed in their book The Extraordinary Coach: How the Best Leaders Help Others Grow, is designed to pair coaches who ask open-ended questions with employees who benefit from in-depth analysis of their situations.
It helps coaches shape an ideal outcome for the sessions and empowers employees to take responsibility for their growth.
F stands for Frame the Conversation
In the Frame the Conversation stage, the coach and employee agree on the discussion’s context, purpose, process, and desired outcome.
Establishing the goal and key talking points beforehand helps keep the conversation focused and ensures that the coach can effectively guide the discussion.
U stands for Understand the Current State
Next, the coach asks probing questions to gain a comprehensive understanding of the employee’s current situation.
The aim is to challenge any assumptions the employee may have and identify potential barriers to growth.
This stage is crucial for uncovering issues that might be holding the employee back from reaching their full potential within the organisation.
E stands for Explore the Desired Goal
During the Explore the Desired Goal stage, the coach inquires about the employee’s long-term professional aspirations.
Using insights from the current state discussion, they collaboratively brainstorm strategies to achieve these goals.
Each potential option is carefully evaluated, with the coach offering guidance as the employee formulates their professional development plan.
L stands for Lay Out the Plan
Once the employee has identified viable growth options, they work with the coach to break them down into actionable steps.
This plan includes setting realistic deadlines for each task and scheduling regular check-ins with the coach to monitor progress and make adjustments as needed.
AOR model
The AOR coaching model emphasises the importance of the coach-employee relationship, focusing on a strong partnership to achieve effective problem-solving.
Unlike other models that target specific goals, AOR is designed to help employees resolve issues quickly and with minimal errors through a trial-and-error approach.
A stands for Activities
In the Activities stage, the coach examines the employee’s daily actions or controllable factors in their work, such as time management or task prioritisation.
Each activity is analyzed to produce measurable results, which can be tracked to assess progress over time.
O stands for Objectives
Here, the coach sets challenging goals for the employee’s activities, often pushing them slightly beyond their comfort zone.
For example, the employee might be tasked with completing their work within a shorter time frame than usual, encouraging them to improve efficiency.
R stands for Results
The Results phase typically takes place at the beginning of the next session, where the coach reviews the impact of the previously set objectives on the employee’s productivity.
If the desired outcomes haven’t been achieved, the coach helps the employee adjust the objectives to make them more attainable, ensuring continuous improvement.
WOOP model
The WOOP coaching model is a practical, science-backed framework that helps employees turn their aspirations into concrete actions by addressing both motivation and obstacles.
Unlike models that focus solely on goal setting, WOOP incorporates mental contrasting and implementation planning, making it especially effective for long-term behaviour change.
W stands for Wish
In the Wish stage, the coach works with the employee to identify a meaningful and challenging goal they genuinely want to achieve.
This goal should be ambitious yet realistic. Think of something that would lead to personal or professional growth if accomplished.
O stands for Outcome
Next, the coach encourages the employee to visualise the best possible result of achieving their wish.
By focusing on the positive impact, such as increased confidence or recognition, the employee builds motivation and emotional engagement with the goal.
O stands for Obstacles
Here, the coach helps the employee identify internal obstacles that could prevent progress—such as self-doubt, procrastination, or lack of focus.
Rather than avoiding these challenges, the employee acknowledges them, which prepares them to deal with setbacks more effectively.
P stands for Plan
In the final stage, the coach and employee create an “if-then” plan to overcome the identified obstacle.
For example, “If I start to procrastinate, then I will break the task into smaller steps.” This strategy boosts follow-through and creates a clear path to success.
Wrapping up
Using the right coaching model is entirely dependent on the situation you’re in and the employee you’re working with.
The difficulty comes with measuring performance changes to prove your coaching works.
One key way to solve this issue is by investing in a learning management system.
👉 You’re in the right place if you’re looking for an LMS. BuildEmpire is a premium partner of Totara and we support our customers with custom development, robust learning solutions and 99.998% uptime.
Book a demo to see our platform in action.
FAQs
What is the most common coaching model?
Common coaching models include the GROW model, the OSKAR model and the STEPPA model. But each coaching model is used by different teams, different industries, and it’s totally dependent on use.
What is the most successful coaching model?
There isn’t one winning coaching model out there. It depends on the coach, on the trainee, on the business and on the objectives. Test out a number of coaching models to find one that fits.
What are the 4 types of coaching?
There are four styles of workplace coaching:
- Holistic
- Autocratic
- Democratic
- Transformational
What type of coaching is in demand?
Well, aside from workplace coaching, some in-demand coaching includes:
- Life coaching
- Health coaching
- Career coaching
- Business coaching
- Financial coaching
- Relationship coaching
- Mindset coaching
- Executive coaching
- Leadership coaching