| A | B | C | D | E | F | G | H | I | J | |
|---|---|---|---|---|---|---|---|---|---|---|
1 | Essential Coach Qualities Overview #1 | |||||||||
2 | Date: | Coach: | Coach Mentor: | |||||||
3 | Essential Coach Quality | Skill-Check Question | Not Yet Passing 0 to 6.9 | Associate Level 7 to 7.9 | Professional Level 8 to 8.9 | Master Level 9 to 10 | Time stamps | Coach | Reviewer | NOTES |
4 | 1. Professional A coach sets ethical coaching agreements with clarity and cultural awareness. The central aspects of this competency are establishing clear expectations between the coach, client, and sponsor (if present); maintaining confidentiality; designing an alliance; and addressing accountability. | How well did the coach clarify expected outcomes or address accountability on a client's recent action steps? | Accountability is absent. Or a client did not follow through, the coach feels a need to fix the problem rather than explore for insights and learning. | Accountability is addressed at a surface level. | Accountability is addressed and explored briefly for deeper insights. | Accountability is addressed and explored in a way that increases awareness of a client's agency as well as strengthens the coach-client relationship. | ||||
5 | How well did the coach use the TIME Model when setting a strategic or session agenda? | Clarified agenda absent or without exploration of importance, measurability, or echo. | Session agenda is present but there is a heavy influence on the agenda by the coach and importance, although explored, the exploration is one-dimensional. The coach is sticking closely to the TIME model script without adapting the key points to the client's language. | The coach has integrated the key points of the TIME model seamlessly into the beginning of a coaching session. Crafting a session agenda seems natural, with importance and measurability clearly explored. | A coach uses intuition to explore a deeper agenda while also tying it to the session and strategic agenda. The coach follows the client agenda, checks in on the direction of the conversation, and is able to pivot when the client has new insights while still holding the original agenda. | |||||
6 | 2. Empathetic A coach actively listens empathetically, using imagination and intuition while staying curious and attuned with a client to pick up on even subtle shifts in a client's emotion. An effective life coach asks questions designed to provoke insight rather than gather information for the coach’s sake. | How well did the questions provoke new insights for the client, as opposed to seeking information or implying solutions? | Questions are leading or diagnostic, frequently offering solutions, advice, or too much direct feedback. | Some curious, some information or leading questions. | Mostly insight oriented questions. Few, if any, leading or information seeking questions. | Simple, yet insightful, questions with plenty of space, connection, and ease. | ||||
7 | To what degree did the coach recognize subtle shifts in a client’s energy, tone, or perspectives? | Coach does not recognize subtle shifts. Coach asks only a few exploration questions. The coach explores the past in order to solve the problem. | Explored shifts with curiosity, but the question may seem a little forced or the coach could have taken a step further with a more specific question. | Coach recognizes client's shifts and asks questions that explore but is still somewhat conscious of being seen as a good coach. | Explored shifts in a way that encouraged a deeper level of curiosity and connection. Questions are short, yet precise, and often bring awareness to the present moment. | |||||
8 | 3. Empowering A coach sees the client as the expert on their own life, inviting the client to be proactive in crafting both the coaching session agenda and eventual action steps. In this sense, a coach is a guide who empowers the client’s own leadership. A coach offers expert knowledge with curiosity to empower the client, and adapts coaching tools to fit the client's unique situation. | How well did the coach focus on the client, not the problem? -and- How well did the coach balance expert knowledge and information with empowering the client? | The coach takes on the role of a serious expert assigned the task of solving a problem. Coach offers solutions and advice and is attached to the client take the advice or taking the suggestion action. | Coach mostly avoids giving advice, but still may have a hint of leading questions or advice in mind while asking a client questions. The coach still feels a little like an expert. The coaching at times feels logical, trying to be clever to arrive at a predetermined solution. | A coach fully empowers the client with the topic, tone, and direction of the coaching session. If a coach does give advice, it's quick, succinct, and followed immediately by curious, open-ended questions. | Coach has complete trust in the client's resilience, and coaches with ease and willingness to be the student of the client. The coach is aware of using empowering perspectives and brings awareness to the client's natural agency. | ||||
9 | How well did the coach adapt the client's language and adjust standard coaching questions and tools to the client? | The coach chooses to use a coaching tool that does not fit well. Or it sounds like the coach is reading coaching questions directly from the coaching exercise, ignoring opportunities to connect directly with the client. | Coaching questions are relevant but seem like they are memorized, generic to any situation without picking up on the specific words and language of the client. | Coaching questions are specific and coach adapts to the client's language so the coaching session sounds completely natural, without any use of jargon, and without any over explanation of the concepts. | Coach asks questions that empower clients not just in the session agenda at hand, but also explore insights and a client's characteristics that have an impact on all areas of a client's life. | |||||
10 | 4. Curious An effective coach remains curious, even when clients experience strong emotion or realize epiphanies. A skilled coach keeps an open mind and asks questions that lead to new insights, exploring a deeper agenda when looking at the session topic. A coach uses Powerful Questions that are short and open-ended (usually starting with What, Why, or How), and the coach invites the client do most of the work of uncovering insights in a coaching session. | How well did the coach ask short, open-ended questions using a balance of learn-be-do questions that address a client's agency and pathways? | The coach asks closed questions (questions starting with is, does, have) and few if any any learning or being questions. | The coach asks mostly open-ended questions and explores learning and being, but only briefly. The coach still asks a few closed questions and at times paraphrases beyond what is useful for the client. | The coach asks almost exclusively open-ended questions that have a balance between learning and being. If present, paraphrasing brings the client to new awareness. | The coach demonstrates constant curiosity and a coaching presence shows up in a coach's willingness to trust his or her intuition, be spontaneous, and use an open and flexible style as a coach. It comes across when a coach is willing to take risks, laugh, connect, and allow an almost childlike curiosity seep into a coaching session. | ||||
11 | To what degree was the coach willing to lean into intuition while staying curious and holding space for the client to explore? | The coach offers solutions and recommendations without following up with a curious question. Asks questions that are not related to what the client just said. Is thinking about what they are going to ask instead of listening to the client. Explores only on a surface level without knowing what to ask next. | A coach is successful in helping clients realize new insights but is unsure how to move forward. A coach may set a session agenda but doesn't attempt to explore a deeper agenda. Insights quickly lead to a brainstorm of action steps and questions about motivation. | A coach is able to stay curious even after client's have an epiphany and craft questions that deepen a client's awareness of the new idea. Coach stays curious, even after a major epiphany, to craft names, structures, and systems that support the client's growth even beyond the session agenda. | The coach is spontaneous and seamless in sharing intuition and insights while still being in a space of complete curiosity.A coach's constant curiosity deepens a client's awareness of the new insight as well as how that insight impacts a client's agency and pathways. A coach is able to capture aspects of the insight and ask questions that invite clients to experience a new paradigm in a addressing a session and strategic agenda. | |||||
12 | 5. Courageous A coach creates a safe space and demonstrates connection and vulnerability, while also at times being fierce, and sometimes asking uncomfortable, but priceless, questions. Effective coaches model courage during coaching sessions to set the stage for their clients to do the same. | How well did the coach address prickly points, ideas, or observations? (Either directly or through sharp questions.) | The coach does not directly address the pressing issue. | The coach addresses it, but not directly. | The coach directly addresses the issue well. | The coach addresses the issue and elicits additional insights. | ||||
13 | To what degree is the coach willing to take risks and share intuition and ideas without attachment to being right? | Attached to the idea that their solution is correct. Leading questions. Arguing or clarifying or paraphrasing too much to prove a point. | Asking many logical coaching questions. Feeling the need to justify or explain coaching concepts or questions. A sense of reluctance to take risks. | A coach is willing to take a risk but still has a sense of wanting to look good or prove the worth of coaching. | A complete willingness to pivot to the client's perspective if the client rejects a coach's insight or assumption. | |||||
14 | 6. Confident A coach is confident in the client, inviting the client to do much of the work of exploring ideas and emotion in a coaching session. A coach trusts the coaching process and embraces pausing and silence while holding space for the client to arrive at useful action steps. Strong coaches show confidence that their client can build appropriate accountability. | How well does the coach demonstrate trust in the coaching process and comfort with pausing and silence during a coaching session? | A coach is uncomfortable with silence, explains questions, answers for the client, paraphrases excessively. | A coach shows some comfort with silence on a coaching call. | Coach demonstrates comfort with silence. | Coach is completely comfortable with silence, even using silence as a tool to create a safe space for clients to explore thought and emotion deeply. | ||||
15 | To what degree does the coach trust that the action step will come from the client if sufficient learning and insight happens? | Designing action is an early focus of the call. There is a sense of needing to fix the situation. | The coaching process allows the client to take the lead in generating ideas for possible progress and action steps. The designed action comes mostly from the client but has heavy input from the coach. | Higher-level coaching challenges the client to clarify and explore their goals and plans. Designing action seems natural and flows from learning and insights. Plans, goals and suggested tools relate back to the client's stated session agenda. Input or suggestions from the coach are minimal and followed immediately by curiosity. | Expert coaches help a client relate goals and plans to other areas of a client's life, as well as to the larger strategic goal the client wants to achieve. Both action steps and designing accountability come naturally from the strength of the client's insights. A well-facilitated coaching process leads to stronger client decision-making capability. | |||||
16 | 7. Inspiring An effective coach helps clients discover inspiration within themselves and use it to power their journey of self-development. A coach inspires clients to take bold actions between coaching sessions while balancing learning with action steps by designing ways to help clients stay accountable and follow through on action steps. | How effective was the coach at helping the client develop inspiring Well-Designed Actions? | Coach heavy in offering advice or the well-designed action doesn't fit one of more of the criteria for being a well-designed action. The designed action comes early in the call as a result of trying to solve the client's problem. | The designed action fits most of the criteria as well as has a surface level exploration of accountability. | Exploration of the well-designed action also includes checking in on the session agenda. | Designed action also shows connections to the client's session and strategic agendas as well as explores impact in other areas of a client's life. | ||||
17 | To what degree does the action (pathways) also include aspects of learning and being (agency)? | The coach focuses only on the action steps without further exploration. | Coach mentions or asks about learning and being (agency) and explores on a surface level. | Coach explores learning and being (agency) in depth and with ease. | Along with exploring a client's agency, expert coaches co-create plans that go beyond physical action to test certain perspectives, values, and insights from the coaching session that could be used in other areas of a client's life. | |||||
18 | Total | 0.00 | 0.00 | |||||||
19 | ||||||||||
20 | Comments Section | |||||||||
21 | ||||||||||
22 | ||||||||||
23 | Student Coach Comments | What is your favorite question? | ||||||||
24 | What was your hardest moment in the session you'd like feedback on? | |||||||||
25 | Where did the client experience a shift or new awareness? | |||||||||
26 | What went well? | |||||||||
27 | What are your areas for growth? | |||||||||
28 | What is one thing you want to do differently next session? | |||||||||
29 | ||||||||||
30 | Coach Mentor Comments | Areas of competencies & curriculum student coach needs to revisit. | ||||||||
31 | Other recommendations for preparation for next overview. | |||||||||