Growth Model Coaching Enhanced – CIGROWER
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Coaching Model
CIGROWER Coaching delivers the highest return on effort for behaviour and performance. It is an important leadership function. Coaching is not only about fixing weaknesses but also enhancing strengths. All champions and have coaches and would greatly benefit an aspiring leader.
A coach does not have to be the expert in the subject being coached but must know enough about the topic to ask effective questions and have expertise in the coaching process. The first crucial step is to ensure there is respect and trust before the coaching begins.
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Connect
with the person early
Identify
The issue and why it matters
Goal?
How to measure the outcones
Reality?
What's the existing reality?
Options
or opportunities to move from the current reality to the goal.
Way
What's the way forward
Execute
the action - coach can observe
Review
and continue the loop
How To Coach Using The CIGROW Model
Coaching Preparation
If you are a professional coach assigned to a client, you’ll have had an initial meeting during the selection process. Use your training to build a connection with the person.
If you are a manager/leader and have elected to coach an employee, you must first earn their trust and respect. This is not always the case in an employer/employee or manager/team member situation. An issue may require resolution before a manager can coach a team member. An unresolvable issue may prevent you from coaching the person.
In any case, the coach requires permission every time coaching is intended. If it’s an established program, that permission is granted when setting the next appointment.
Plan your coaching session using the CIGROWER model. You must prepare, even if it is only brief and just before you coach. At least have an idea of the issues and possibilities.
1. Connect with the person earlier
First, get to know them on a personal level. Take them out for a coffee to get to know each other as humans, regardless of hierarchy or client relationship. It is risky to plunge in and build temporary rapport before coaching. It may seem too superficial.
Some useful questions to ask:
- As your supervisor, I’d like to understand if there’s anything more I can do to help you. Can we have a coffee together to discuss this?
- Is there anything we need to sort out together?
- Are you OK?
- Are you OK for me to coach in this?
2. Identify the issues and why it matters.
Some useful questions to ask:
- What concerns you most about this?
- How is this impacting on you?
- What is important about overcoming this?
- How will you feel/be when it is overcome?
- How committed to overcoming it are you?
3. Establish the Goal
With your team member, identify the behaviour or performance that s/he wishes to improve. Then create a specific, measurable, achievable, realistic and timed goal (SMART). Test the goal against SMART.
These questions are helpful:
- How will you know that you have achieved this goal?
- How will you know that the challenge is resolved?
- Does the goal fit your overall objectives? Does it fit with the team’s objectives?
- How will we measure the outcomes?
- How will we determine the ROI (return on investment)?
4. Establish the Current Reality
Now ask the team member to describe his or her current reality. It is a mistake to overlook this component because it is where the improvement/enhancement must start. Often describing this points to a solution.
These types of questions help:
- What is happening now (or who, when, where and how type questions to establish the reality being practised)?
- What is the impact of this?
- What have you already tried?
- How does this goal fit with other plans?
5. Explore the Opportunities and Options
Assist the team member to consider various options to reach the goal. Help him or her decide on the best choices. Unlike facilitation, it is sometimes appropriate for the coach to make suggestions, particularly if the team member is struggling with options. Never decide for the member – they must own it.
Here are some questions you can ask:
- What else?
- What challenges exist?
- What if that obstacle wasn’t there?
- What’s the benefit of this option, compared to that option?
- What’s most important about this option?
- If you choose this option what else would you have to consider?
6. Establish the Way Forward
Your team member will now have an idea or a basic plan. The next step is to obtain the motivation and commitment to follow the path chosen. Be aware that the plan may need modification and to not let that slow or stop progress.
These types of questions can be asked here:
- What will be your next step?
- How important to you is that step?
- How will you stay committed and motivated?
- What obstacles could slow or stop you and what will you do about them?
- How and when will you measure and reflect on your progress?
7. Execute the Chosen Action
Agree upon the chosen action the coachee will take and gain agreement for the coach to observe that action when possible and appropriate.
Action the plan.
Coach observes whenever possible, appropriate and respectfully – remain an observer, do not interfere.
8. Review
Review the coachee’s performance by debriefing as a separate coaching session, as soon as possible.
Here’s a sequence of questions you can ask:
- What happened?
- What worked?
- How did that feel?
- What would you do differently next time?
- How would you prepare to make sure your next practice will be the way you intend it to be?
- Here’s what I noticed…
- Does what I noticed help you see any addition you can make?
- What will you do about that?
- Should we now reset the coaching loop?
- What will be the issue?