Situational Coaching Model (SCM) for Agile & Effective Communication

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GOALS Paradigm

This paradigm is when coaches shift the coaching conversation to what the coachee wants out of the coaching conversation. It is here where the coach asks questions to get the coachee to communicate what they want to accomplish. Depending on the length of the coaching engagement, there could be an overarching goal that is spread over several subgoals, or just focusing on one goal.

For example, a vice president who wants to be a CEO in the next two years would need to attain several subgoals before getting the corner office. However, there may be a general manager whose goal is just to effectively deal with a recalcitrant team member.

Usually, getting the coachee to express the desired outcomes is the aim at the beginning of the coaching engagement. Nonetheless, coaches should be aware that goals may change as time moves forward. With this in mind, it is always good to review the goals and progress made from the last coaching conversation.

Here are examples of coaching questions you can use to get people to clearly state their goals:

1. In what ways can you best use your strengths and talents to serve your organization and the world?

2. What is your greatest passion and talent that you would like to use to serve others?

3. When you look at your life as a whole, what do you think is your main purpose for being in this world?

4. What do you know about your life purpose? Your destiny? What were you created to do?

5. What are your most important goals in the following seven areas of your life? (Professional, financial, relationships, health and fitness, recreation, possessions, and contribution.)

EXPLORATION Paradigm

Coaches use this crucial paradigm to generate more ideas and possibilities, and help others see wider perspectives. By thinking of the “big picture”, the coach enables the coachee to capture a bigger range of creative and innovative ideas to achieve the desired results. Staying open to different ideas and ways of thinking is crucial. By having an open mind, people do not miss out on useful ideas.

In this paradigm, the coach becomes the thinking partner to the coachee. The coach challenges and stimulates the coachee to come up with out-of-the-box and outrageous ideas. Some of the questions coaches can use in this paradigm can focus on helping the coachee see connections between success factors, and identify potential problems and their solutions.

Here are examples of coaching questions you can use to get people to trigger innovative ideas:

1. What are the wider benefi ts of pursuing and achieving this goal?

2. How will achieving this goal help you to achieve other goals?

3. In what way would the realization of this goal impact the other aspects of your life?

4. What value could you add to others by accomplishing this mission?

5. How would achieving this goal directly or indirectly serve the wider community?

An excellent coach drives exploration by tapping on their own curiosity. Curiosity ignites the spirit to ask great questions by using observation and intuition. The potential to generate potentially innovative ideas to accelerate progress is there when coaches listen for what is significant for the success of the coaches.

ANALYSIS Paradigm

The Exploration Paradigm is usually followed by the Analysis Paradigm. After exploring a lot of ideas and options and listening for what is significant, it is necessary to identify the ones that are most important to the coachee, and would produce the best outcomes for them.

The objective here is to put coaches in the best position to make good decisions. Ask questions that go deeper into the various areas that are important to your client so that they derive maximum mileage from being an effective analyst.

Here are examples of coaching questions you can use to get people to analyze what their best options are:

1. Of all the options that you have identified so far, which are the ones that you would consider to be really important?

2. Why would you consider them to be most important?

3. Deep inside, what really motivates you to pursue this goal?

4. What would be the best thing you could do to conquer this challenge?

5. Among all the different strategies for obtaining your goal, which ones stand out as the most powerful?

An excellent approach in using the analysis paradigm is to listen rather than tell. Coaches enable people to explore their ideas in full for creating solutions that fit their needs when they listen, instead of telling others what to do.

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