The High Growth Enterprise Coaching Cycle
Effective High Growth Enterprise Coaches adopt a flexible, but structured approach to the planning and delivery of coaching. This module describes the five processes that comprise the High Growth Enterprise Coaching Cycle.
The High Growth Enterprise Coaching Cycle
Stage 1: Engaging focuses upon the effective engagement of clients. Engagement involves building rapport, setting up the relationship in terms of agreeing the roles and responsibilities of both the Coach and the client and agreeing with the client the coaching process to be delivered
Stage 2: Exploring involves coaching, helping clients to explore and to analyse their current circumstances and to make sense of challenges and issues.
Stage 3: Visioning is about helping client to decide what they want to achieve: it is about clients having a clear vision of their goals and planned outcomes and achievements.
Stage 4: Implementing entails coaches helping clients to develop and subsequently implement simple and effective action plans. Coaches need to ensure clients are committed to the plans and have the necessary resources to implement them.
Stage 5: Reviewing and sustaining is an essential part of the coaching process. The aim of most coaching is not to simply achieve a one-off outcome, but to ensure the outcome is sustainable and provides a platform for further development and improvement.
If coaches move too quickly into visioning without first helping clients to fully explore issues or root causes of problems or to evaluate how they feel about an issue, clients can develop inappropriate visions or goals. Similarly, if coaches devote too little time to challenging and questioning clients about their goals and move straight into action planning and the implementation stage, clients can become busy working hard on the wrong actions.
Failure to give due consideration or time to each stage will impact upon the overall effectiveness of the coaching. If a client only appears to be partially committed to their proposed goals, they are more likely to miss key deadlines and follow through on the actions to achieve them.
If too little time is devoted to engaging clients at the beginning of a coaching session, they may be distracted or much less focused than they should be. They may be pondering a problem on the shop floor or thinking about another issue and therefore not fully present mentally throughout the coaching session.
The structure of a High Growth Enterprise Coaching programme is summarised in the diagram below, which shows that over the course of a programme of coaching, earlier sessions will be more about engaging, followed by the body of the programme focusing on exploring, visioning and implementing, with more time spent at the end of the programme on reviewing and sustaining. However, within each coaching session, the same structure is also likely to be repeated, starting with reviewing the previous session and engagement followed by exploring, visioning and implementing within the area which is the focus of the session and then reviewing the session at the end.
Structure of a High Growth Enterprise Coaching Programme
The High Growth Enterprise Coaching Fundamental Skills will all be used by the Coach at different points during the High Growth Enterprise Coaching Cycle.
“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” – Stephen Covey
Click on the lesson title under the “Next” button below to access the following lesson.