The 15 Beginning Coaching Proficiencies

copyright 2003, SchoolofCoaching.com 



The successful Beginning Coach:

1. Distinguishes between the sources and symptoms of a problem.
When you can tell the difference between the sources and symptoms of a problem, you'll be pressing for what's behind what's going on, instead of chasing the client down the dead-end tunnels that symptoms represent.  Coaching is most effective when the focus is on the dog, not the tail, of a situation.
A master list of the sources and symptoms to most problems and situations is available to accelerate your learning in this critical area.  We'll share these in a future Today's Coach issue, or, see below to consider attending the live training that covers the 15 Beginning Proficiencies.


2. Is comfortable with discomfort.
When a client is having a problem or stress, do you jump in to help out?  If so, you may not yet be comfortable with discomfort -- either your own, or the clients'.  The ability to be comfortable with discomfort isn't just a self-management skill set -- it's calls for a heightened self-awareness and appreciation of how the world works.  This is a muscle to develop.  When mastered, you'll have the love and empathy of a caring person without the seemingly-helpful-but-ultimately-useless Pavlovian reaction of someone with a need to help.
The skill of being comfortable with discomfort is completely learnable. Mastering this proficiencies accelerates your growth as a person as well as increases your professionalism with clients.


3. Recognizes the gems in the coaching conversation.
During a coaching session, the client will tell you EVERYTHING you need to know about them and their goals or situations.  But the trick is to recognize the most important items the client is sharing -- often, the client doesn't always make it obvious to you what the real gems of the conversation are.  The point here is than you can learn to pick up on what the client is saying that is most important, and focus your coaching on that.
Your effectiveness as a coach will improve tenfold when this proficiency is developed..


4. Knows what the client wants/needs at any given moment.
Does the client need to be challenged or supported right now?  Does the client need an effective strategy from you or just a patient ear while they work it out themselves?  Does the client need to learn something new or let go of something old right now?  A coach can literally do scores of things for a client at any given moment - the power in coaching comes from recognizing (or finding out) what is most wanted and need at any given moment.  In some cases, this is a moving target, yet one that can be found.
You can learn how to spot the key signs to be listening for from the client.


5. Structures the coaching session to maximize impact.
There are over a dozen ways to set up a coaching session -- the design of such can be key to long-term client satisfaction.  The more client session models and formats you have available, the more specifically you'll be able to serve your client's current and emerging needs.
While there is no one correct way to structure a coaching session, it is possible to modify your coaching sessions to the structure best suited to your different client types and their individual situations.


6. Matches tone with the client's need.
Clients come on the call with a myriad of emotions/things going through their mind. Sometimes they are excited/looking forward to the call, other times there is anxiety around a deadline or project that is coming due. By matching your tone with the clients, they will feel heard and you will not be competing with them during the call or disrespecting where they are.
When  you match the tone, the client will open up and share more given they know that you are in synch with where they are. 


7. Teases out a goal until it rings true.
The first cut of any goal is usually not the ultimate articulation of that goal.  So, part of what we provide our client is this "teasing out" service where we help them fully and specifically describe what they really want.  Once this ins done, the goal has a much higher chance to being reached.  If you don't have this skill, goals aren't perfected and are much more difficult to reach. There is an art to teasing out a goal effectively.
You'll save months off the coaching sessions, if you know how to do this proficiency well. And...worried the client will leave sooner as a result? Think again. They will be so excited about their accomplishment/progress, they'll be ready to move to a bigger goal with you as their coach.


8. Designs the type/degree of support needed for the goal to be reached.
Did you know there are over 100 ways that people can achieve goals?  It's true -- we have a list and train coaches in these strategies.  Why?  Because in a world that is embracing mass customization, each client will want a structure and strategy to reach their goal that fits them perfectly -- not an off-the-shelf solution that has worked for others.  It is to this degree of personalization and sophistication that the coaching process is moving toward.  


9. Knows one's own ignorance and limits.
Do you know what you don't know?  Do you know where your abilities end?  Both are important to quality and ethical coaching and, perhaps surprisingly, both are learnable.  This is perhaps the most unusual of the 15 Beginning Coaching Proficiencies, but it's a proficiency that protects you and the client from overreaching.


10. Engages in collaborative conversations.
To collaborate means to work together -- which is the basis of modern coaching where both parties are on the same plane, each contributing what they have toward the client achieving the goal or outcome that they have selected -- again, chosen with your collaborative assistance.  Collaboration occurs best when there are no traditional roles and where both the coach and the client stand side-by-side, on equal terms, looking at what the client is going through together.  When you are proficient at collaborating, the professional relationship is a clean and sustainable one.
Although it takes practice to get to this place, the first step is to learn the skills needed for engaging in collaborative conversations.


11. Gets and keeps the client's attention.
Generally client's have very busy lives, rich with responsibilities and distractions.  Add coaching to this mix and unless the coach is able to get and keep the client's attention, the coaching won't have the priority it deserves.   Without this skill, you'll be chasing to get your client's attention, leaving little time for valuable coaching.


12. Forwards the focus/progress during the session.
Yes, we want to give space to our clients, and allow them to set the agenda for the call, but it is up to the coach to forward the progress of the call so that a high degree of value is delivered. If this proficiency has not yet been mastered, the coaching session tends to meander which ultimately leads to the coach being let go.


13. Draws distinctions easily.
Is the client power-centric or strength-centric?  Is the client passionate or manic?  Is the client investing in opportunities or possibilities?  Is the client focusing on a need or a value?  Is the client moving away from something or toward it?  Is the client spiraling forward or just quickly going in circles?  Is the client learning or merely acquiring information.   Is the client acting as a leader or as a manager?  These are just several of the hundreds of distinctions that experienced coaches have knowledge of.  This knowledge -- and the ability to share it effectively -- is critical in the coaching process because each of these distinction pairs indicates where the client is, and what is next for them.  Each is a coaching opportunity -- in fact, when you have the distinction knowledge base, you'll have a virtually endless source of adding client value.


14. Believes in the power of coaching.
In order to be a successful coach, it helps to not only believe deeply in your clients, but to also come to believe in the power of coaching.  Surprisingly, not all coaches have had enough of a profound experience or benefit of coaching to have come to believe in it. Believing in the coaching process takes a first hand experience with the power of coaching, as either a client or a coach.  Until you have an experience of this, you'll be offering coaching as merely a professional service, not as the profound relationship that coaching is.


Possible proficiency -- or we might merge it
15. Is real, not performing in a role.
It's sometimes easy to slip into the 'role' of a coach and when we do that we are not being genuine with the client and they are not getting the full value you could provide by you being you v. you being a coach. It is tempting to want to provide value, especially since we are paid professionals, but interestingly enough, the less you try to help the client, or more specifically, the more you are just 2 humans having a provocative discussion, the more value you will provide for the client.
This is a skill set where you 'unlearn' something v. learn something. You stop putting on your coaching hat and instead provide tremendous value showing up human.

Possible proficiency -- or we might merge it
16. Creates a coaching relationship/environment.
One of the first things a coach does is to work with their client to design a coaching relationship and the environment to ensure a powerful experience for the client -- and the coach.  This would include everything from client setup, expectation management, trust-building and initial focus.
Doing this will ensure the client is setup to make the most of the opportunity in front of them.
 

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