The document outlines a coaching model and process that contains 4 steps: Situation, Options, Action Plan, and Reinforcement. It describes the SOAR model and coaching skills like listening, questioning, providing feedback. It discusses directive vs non-directive coaching styles and provides tips for effective coaching conversations, such as listening more than talking and helping the employee create realistic and accountable action plans.

1. The Coaching Model

2. Program Roadmap
Step 1
Situation
I. The Impact of Coaching
Step 2
Options
S
Step 3
Action Plan
Step 4
Reinforcement
O
A
R
Communication
Listening
Body Language
Questioning
Phone Coaching
Ride Along Coaching
III. Coaching Model
IV. Coaching Skills
The Value of Coaching
Motivation & Performance
II. Coaching Dimensions
Creating a Coaching
Environment
Types of Coaching
Coaching Considerations

3. Coaching Model
• Process that contains four simple steps
• Creates a predictable progression
toward outcomes
• Creates a collaborative environment
• Does not have to be a linear process

4. Coaching Conversation
S
O
A
R
SOAR Model

5. Directive
• Establish the focus for the
coaching discussion.
• Give the employee feedback
about his performance.
• Tell the employee why you
think he needs to change.
• Tell the employee what you
think his underlying need is
and why.
Non-Directive
• Ask the employee to establish the
focus for the coaching discussion.
• Ask the employee to evaluate their
performance.
• What specific outcomes do you
want to accomplish by the end of
our coaching?
• What is the problem you are trying
to solve?
• How will you know you’ve been
successful?
S Situation

6. • Ask the employee to establish the focus
for the coaching discussion.
• Ask the employee to evaluate their
performance.
• What specific outcomes do you want to
accomplish by the end of our coaching?
• What is the problem you are trying to
solve?
• How will you know you’ve been
successful?
Non-Directive
Tips
• Listen more than talk
• Don’t get hooked on the story
• Use silence
S Situation

7. O Discover Options
• Tell the employee what you
think his goals should be.
• Ask his opinion. Are there other
options that you and he can
explore.
• If you have observed him in
action, identify the barriers you
see and give good, specific
feedback.
• Gain commitment on his course
of action .
Directive Non-Directive
• What needs to happen?
• What have you tried (thought of)
already?
• What have you seen work for
others?
• How does this option relate to
reaching your goal?
• What would be the outcome of that
approach?
• What are both the positives and
negatives.

8. O Discover Options
Tips
• Remain neutral
• Push for multiple options
Non-Directive
• What needs to happen?
• What have you tried (thought of) already?
• What have you seen work for others?
• How does this option relate to reaching
your goal?
• What would be the outcome of that
approach?
• What are both the positives and negatives.

9. Discover Options
Possible Solutions
1 2 3 4 5
Will that solve your problem?
What are the consequences of that solution?
employee
ManagerWhat have you
tried so far?

10. Coaching Conversation
S
O
A
R
SOAR Model

11. A Create an Action
Plan
• What action plans have you
made/or will make?
• How will these actions contribute
to achieving your goal?
• Is it really feasible /
possible to meet that deadline?
Why or why not?
• Would it help to take this in
smaller pieces?
Directive Non-Directive
• Tell the employee what you think
his action plan should be.
• Ask his opinion. Look for
agreement..
• Tell him what steps he needs to
take to accomplish his action plan.
• Set the time line and confirm
agreement.

12. A Create an Action
Plan
• What action plans have you
made/or will make?
• How will these actions contribute
to achieving your goal?
• Is it really feasible /
possible to meet that deadline?
Why or why not?
• Would it help to take this in
smaller pieces?
Tips
• Don’t take notes
• employee must be specific
Non-Directive

13. R Reinforce
• Advise him on what to do if he
meets resistance.
• Summarize what you think he
should do and discuss possible
barriers.
• Ask the employee to review
what has been learned.
• Re-emphasize your support.
• Ask questions to explore the
resources needed and to
uncover possible barriers.
• Clarify what action is needed to
clear these barriers and where
you can assist.
• Support by ensuring co-
operation from others, use of
resources, change in work
priorities or delegation of
authority.
Directive Non-Directive

14. R Reinforce
• Ask questions to explore the
resources needed and to
uncover possible barriers.
• Clarify what action is needed to
clear these barriers and where
you can assist.
• Support by ensuring co-
operation from others, use of
resources, change in work
priorities or delegation of
authority.
Tips
• Help employee be realistic
• Assure accountability
Non-Directive

15. Coaching Tips
• Make sure the employee knows you are
coaching him
• Choose the right environment
• Create a focus for the session
• Don’t get hooked on the story
• Don’t assume you have the “right” solution
• Listen more than talk
• If you’re thinking about the next question to
ask, you're not listening
• Suspend judgment
• Maintain confidentiality

16. Coaching Conversation
S
O
A
R
SOAR Model

17. Coaching Check List
Step 1. Communication style
Step 2. Create the right coaching environment
Step 3. Level of motivation and key motivators
Step 4. Generational/Cultural consideration
Step 5. Focus for the coaching session
Step 6. Type of coaching - Directive or Nondirective