In an earlier article about the coaching mistakes made by executives, the author wrote about the lack of a coaching process as among the most common. Many executives coach in a haphazard way, bouncing about randomly from point to point, never succeeding in pinning down a coaching issue, nor finding a way towards its resolution. Oftentimes a conversation aimed at clarifying and crystallizing matters only tend to confuse and further muddle them. This follow-up article provides a simple easy-to-remember model that will help guide every executive through the coaching process.

1. THE COACH’S NOTEBOOK:
THE “S.O.A.R.©” MODEL OF COACHING
In an earlier article about the coaching mistakes made by executives, the
author wrote about the lack of a coaching process as among the most
common. Many executives coach in a haphazard way, bouncing about
randomly from point to point, never succeeding in pinning down a
coaching issue, nor finding a way towards its resolution. Oftentimes a
conversation aimed at clarifying and crystallizing matters only tend to
confuse and further muddle them. This follow-up article provides a simple
easy-to-remember model that will help guide every executive through the
coaching process.
TRISTAN B DE LA ROSA
Founder & Principal Coach
www.thebanyanway.com
© 2009 Banyan Way Page 1

2. In an executive brief about the coaching mistakes made by well-intentioned
executives, I wrote about the lack of a coaching process as among the most
common. Many executives coach in a haphazard way, bouncing about
randomly from point to point, never succeeding in pinning down a coaching
issue, nor finding a way towards its resolution. Oftentimes a conversation aimed
at clarifying and crystallizing matters only tend to further confuse and muddle.
I recall one situation early in my corporate career when my boss – apparently
well meaning – called me in to talk, I think, about a minor blunder I made. I got
some figures wrong and while these were quickly spotted in later iterations, they
were enough to cause my boss and our department some embarrassment.
Maybe in an attempt to make me feel comfortable before he sticks in the knife,
he asked me about my wife (“she’s fine”), the baby (“growing her first tooth”),
and just about everything else about my personal life including, yes, the family
dog (“have to bring her to the vet for rabies shots”). A full 30 minutes had
passed before we even talked about business. And when we did, he talked in
such a rambling way that I wasn’t sure whether he was telling me what I did
wrong, or castigating himself for not being more diligent in checking my work.
And then, just like that he was patting my back vigorously and walking me out
of the room. I was not sure whether I just received a reprimand, a booster shot
for my ego, or heard his confession.
The coaching process need not be an esoteric nor complicated process
reserved only for the practice and understanding of wizened wizards. In fact,
here is a process model I developed that anyone can follow (see figure). With
the acronym “S.O.A.R.©”, this model provides a simple step-by-step guide for
the executive who would like to see real actionable results from coaching
subordinates. Other than its simplicity, I like the model for the inspiring
metaphor it lends to the practice of coaching.
© 2009 Banyan Way Page 2

3. S is for Situation, understanding the coachee’s current reality. The
objective here is to establish the starting point – today’s benchmark against
which to measure tomorrow’s success (or lack of it). What is the cause for
concern and why is it so? How painful is it? Who else is affected by this and in
what way? Where, when, and how does it occur? How much control does the
coachee have over the situation? Who else has some control over it?
In attempting to get a handle on the current situation, the coach needs to be
careful that he does not get “caught up in the story”. It is sometimes tempting to
get carried away by the juicy tidbits of another person’s problem that one can
forget that coaching is about helping the person and not being entertained by
his story.
O is for Outcome, the coaching goal as defined by the coachee. This is a
description of life without the pain; and ideally should be described in as clear
and tangible a manner as possible. What does the desired outcome look, taste,
feel, smell, and behave like? By defining the outcome with such specificity, it
becomes real and thereby more compelling even if it still resides in the future.
A helpful guide in defining the Outcome is to be SMART about it.
 Specific: What issue or challenge needs to be addressed? Is this a “one-off”
or is this related to a bigger and longer-term goal?
 Measurable: What is the desired outcome? How do we know when we’re
there? Can we provide numeric measures to determine success?
 Achievable: Is the desired outcome achievable, a “stretch” but not a
“snap”? What will it take – in terms of resources, people – to reach it?
 Relevant: How is this particular issue related to the bigger, longer-term
goal? How does resolving it contribute to achieving the bigger goal?
 Time Bound: When does this challenge need to be resolved at the absolute
latest? What happens if you are unable to fix it by then? What is the time
frame in resolving the bigger long-term goal?
A is for Alternatives, the search for options that could deliver the desired
Outcome. In doing this, no alternative should be considered off-bounds at least
initially. Generate as many ideas as possible without judging or pre-determining
their feasibility or chance of success.
In how many ways can one approach and resolve this issue? Describe each.
What else? What would you do if things were different? If you had a magic lamp
that gave you three wishes to do something that is otherwise beyond your
© 2009 Banyan Way Page 3

4. power, what will you wish for? What are the advantages and disadvantages of
each option? What resources do you need to accomplish each option? Whose
support do you need to make it happen? Who is standing in the way of taking
action on each option?
R is for Resolution, deciding the best option from among the list of
alternatives that would resolve the situation and deliver the desired outcome;
and then defining the specific next steps.
Among the alternatives which one do you think will work most effectively and
efficiently? Which one do you feel happiest with? Which do you choose? Does it
meet all your objectives and criteria for success? What specific next steps to
you need to take and when? What resources are required for each step?
Whose support do you need? Who or what can derail you at each step, and
what actions can you take to neutralize this? In a scale of 10, what commitment
do you personally have to accomplish these steps? What prevents you from
being a 10?
In closing, let me mention that regretfully I have not had the opportunity to again
work with the boss I mentioned at the start of this article. But if I did, I would
most likely mention that awkward moment that I spent at his office being
“coached”. I would probably talk to him about my own coaching ideas and about
the “S.O.A.R.©” model. The good well-intentioned executive that he is, I’m
certain we’ll get a great laugh out of remembering what once was; and he’ll give
me a big pat on the back as he walks me out of his room with the request to go
out and spread the “S.O.A.R.©” message of coaching to the corporate world.
© 2009 Banyan Way Page 4

5. About the Author:
Driven by a personal mission to “take executives to the
edge and push them to fly – as leaders”, Tristan B de la
Rosa is the Founder & Principal Coach of Banyan Way,
an executive coaching and leadership development
company. Credentialed by the International Coach
Federation, he is in the Faculty of Northwestern
University School of Continuing Studies teaching
courses on Leadership, Strategy, Coaching &
Innovation; as well as an MBA Coach at Capella
University. Tristan brings an uncommon blend of
masterful real-world experience and rich multi-national &
multi-cultural insight to the Executive Coaching field. He
has decades of leadership experience working at the
world’s most respected CPG companies, among them
P&G, J&J, General Foods, and the Wrigley Co. As
country head or senior marketing executive, he has
been posted in some of the world’s most important and
fastest growing markets – including China, India, the
tiger economies of South East Asia – and in the United
States. Tristan is based in Chicago where he shares a
home with his wife, Marilyn. Tristan can be contacted at
tristan.delarosa@thebanyanway.com.
Read his blog at http://bwintrospections.blogspot.com.
© 2009 Banyan Way Page 5