Implementing new skills is more manageable when there is a structured system or process to follow. This model provides a logical sequence that guides individuals from setting personal goals to defining and monitoring their progress.

When it comes to getting results as a coach, it helps to have a process, as long as one does not become rigidly attached to that process. Nobody can really design a coaching process for somebody else. However, here are four questions that find their way into most coaching models.

1. What are your goals?
2. What is your current reality?
3. What challenges stand in the way of attaining your goals?
4. What is the way forward?

What are Your Goals?

Some goals are achievable in the short term while others will take longer. Some will obviously take more work than others. A coach is in an ideal position to help employees create their goals in a meaningful way.

Coaching needs to start by looking at the behavior that needs to be changed. The change needs to be expressed in a goal that they want to attain.

It is important that the goal is a SMART goal. A SMART goal is Specific, Measurable, Attainable, Relevant and Time-framed.

Specific	Does it clearly define the task to be performed? Who will affect the behavior change? Is it detailed and understandable? Is the goal too broad or too narrow? What are the conditions and limitations?
Measurable	Can the result be easily defined or measured with quantifiable data?  How can I check/observe progress and verify results? Can the limits and parameters of the goal be defined? How will I know when the result is met?
Attainable	Is the goal possible and practical? What would prevent this goal from being achieved? Is it within my control?
Relevant	Is the goal appropriate to the level of risk? Does the goal address the root cause? Does this goal address the needs of the individual/organization?
Time-Framed	Is there an end date, deadline, and/or milestone for the result? How long will it take to achieve this goal? Are there progress review check points?

What is Your Current Reality?

At this point, try to establish the employee’s current reality, from their point of view. This is an important step as the employee needs to know their current reality to see what they need to do to reach their goal.

As a coach, asking open ended questions can help the employee reflect on their present situation. These questions can include:

• What are you doing in your job right now?
• What are you most proud of in your job?
• What is the happiest part of your daily routine?
• Where are you now in relation to your goal?
• What three or four skills will you need to achieve your goal?
• What are skills you have that would help you achieve your goal?
• What skills do you have that you are not currently using?
• Have you taken any steps toward your goal?

What Challenges Stand in the Way of Attaining Your Goals?

This is where asking open ended questions can be most effective.

• What is standing in your way?
• What are you not doing to achieve your goal?
• What else could you do?
• What additional skills will you need to achieve your goal?
• What do you need to stop doing to achieve this goal?
• What is the most challenging part of achieving your goal?
• What could stop you from being successful?
• Which obstacles need to be overcome to achieve success?
• Who else might be able to help?

Sharing Your Challenges

Take turns being the coach and asking questions about the other person’s challenges, in the context of the goals and current situation that were developed in the previous activity. Record the challenges in the appropriate space.

You should also record any questions asked, which can be added to potential questions that a coach can ask.

What is the Way forward?

Once both the current reality and what challenges need to be addressed are known, it is time to look at ways to attain one’s goal(s). It is best to brainstorm as many viable possibilities as possible and then determine the best actions to take.

Questions to help get the brainstorming going can include:

• What are specific steps that you can take toward your goal?
• How can you turn these steps into a plan?
• If you were advising someone else on how to achieve this, what would you tell them to do?
• How do you plan to overcome challenges?
• Who can you ask to help you along the way?
• What resources can help you to be successful?

Deciding Which Actions to Take

Once brainstorming identifies several potential actions, it is important to decide which would provide the best way reach success.

A simple, yet effective process is to use a method called: Pluses, Potentials and Concerns. The process looks like this:

• Write each unique action on a blank card.
• Focus on each action one at a time and consider the following:
  • Identify three pluses.
    • Think of three strong points that support this action.
    • Identify three potentials.
  • Think of three possible ways that could improve the action further. Can this action be combined with other actions to form a better solution?
    • Identify three concerns.
    • What would be your top three main concerns if you follow this action?
  • Once finished, consider the following:
    • What are the advantages and disadvantages of each action?
    • What resources are required for each action?
    • How can you get more commitment for a given action?
    • How can you get people to become more enthusiastic about a given action?
  • Choose the top actions.

Making Your Way Forward

Now, have one member take on the role of coach, who is facilitating a brainstorming session about the other person’s way forward in the context of the goals, current situation, and challenges that were identified in the previous activities. After brainstorming, facilitate the narrowing of actions to ones that are the best. Record the actions in the appropriate space.

Record any questions asked that can be added to potential questions that a coach can ask.