How to Coach Yourself and Others Popular Models for Coaching | Page 244

in the coaching partnership. Absent creative brainstorming, the
coachee continues to circle and repeat the same patterns of
behavior. Essentially, the first natural reaction in this "stuck
state" is to do "more of the same."
Key coaching behaviors
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Utilizes a variety of tools and techniques to interrupt the
coachee's habitual patterns, thus breaking the "stuck state"
Surprises coachees with creative, unexpected questions
Brainstorms a variety of alternatives to the current situation,
probing beyond initial responses to unearth a broad
spectrum of options

Step 3: Hone goals
In Step 3, the coachee forges alternatives and possibilities into
specific goals. This is the stage at which SMART goals are
created and/or refined, and it is essential that the principles of
effective goals formulation be taken into account. This is more
difficult than it may first appear. Most executives are very aware
of what they do not want. However, they frequently find it
highly challenging to specify exactly what they do want. In this
step, the coach helps the executive to clearly articulate specific,
desired results.
Key coaching behaviors
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Encourages precise definition of goals (in positive terms)
Takes time to develop SMART goals
Works with the coachee to develop goal(s) with high
personal meaning and relevance
Ensures that the goals are, in fact, the coachee's
Develops a specific set of measurements with the coachee to
provide clear evidence of goal achievement

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