How to Coach Yourself and Others Popular Models for Coaching | Page 240

doing things. Here, we work with the coachee to clarify what
they want to achieve, and increase the options that they have to
tackle their goal.
Hone goals – generating alternatives to the situation gives
coachees a sense of what they want to achieve. The next step is
to get SMART – or define exactly what it is they want, so that it’s
measurable and they know when they’ve achieved it.
Initiation and evaluation of options – When the coachee has a
clear goal and a range of options to get there – that’s when we
evaluate what’s the best option to take. This isn’t a case of
sticking with the familiar, this element of the process is to
carefully sift ALL the options to choose, and then take, a first
step.
This incorporates thinking from business planning processes,
but we’ve kept it simple – a straightforward evaluation matrix
with the criteria defined by the coachee.
Valid action plan – with the deliberation over the ‘what’ nearly
completed, we now move onto the ‘how’. A concrete and
practical action plan breaks down what are often big changes
into smaller, doable steps.
Encourage momentum – all the way through the process, the
coach is there to keep the coachee on track, enthused and
positive. This takes place between each session as well as at the
end of the sessions.
This last part illustrates an important characteristic of our
model – although it’s displayed in a linear diagram, the process
is not linear – it is iterative and completely dependent on the
coachee, and so parts of it are used at different times, and may
be repeated. For example, setting goals is done at the end of
every session not just the end of the process.

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