Critical Competencies for Credible Coaches

Competencies for Credible CoachesIs coaching a natural part of your managerial toolkit? Developing critical competencies for credible coaching is essential …not optional! Yet 92% of managers report that coaching is not part of their role.

Formal annual appraisal systems are often ineffective so, there are benefits to supplementing the formal, approach with less formal but more immediate and ongoing feedback sessions.

Coaching can provide individuals with timely and specific support they need to enhance and accelerate their personal development.

Back in 2008 project oxygen was launched to identify what makes a manager great at Google. 10 years on and this research was revisited. Coaching is still the number one skill in the qualities that employees value when asked what makes a manager great at Google

Developing Coaching Competencies

Coaching is a flexible development tool; it is essential that coaches are equipped with appropriate skills to enable them to use coaching as an enabler to personal and business performance.

This critical competencies for credible coaches event enables you to focus upon exploring and developing the competencies and processes that are critical to ensuring organisations and individuals derive value and lasting benefit from coaching:

Duration 3 Days.

Critical Competencies for Credible Coaches is essential for you to:

  • Focus on coaching as a tool for developing others
  • Select and use the appropriate tools and techniques to enable sustainable, & measurable behavioural change.
  • Encourage Response and Ability in others
  • Contract for improved performance
  • Identify, and develop individual differences – strengths and limitations
  • Establish and agree vision, goals, objectives and tasks
  • Make effective use of team resources
  • Minimize resistance to change
  • Adapt to cultural differences
  • Significantly improve focus on individual and team goals
  • Evaluate the outcomes from your coaching and its contribution to business performance
  • Develop Critical Competencies for Coaching Credibility

Critical Competencies for Credible Coaches


Exploring Coaching Models

  • Recognise opportunities to coach via the implicit explicit formal informal coaching model
  • Structure the session with OSKAR (Outcome, Scaling, Know How, Affirm & Action, Review)
  • Use CLEAR to structure the coaching session (Contracting, Listening, Exploring, Action, Review)
  • Explore Goals & Challenges with GROW (Goal, Reality, Options, Will)
  • Recognise Motivation, motivators and de-motivators
  • What can we ACHIEVE? (Assess current situation, Creative brainstorming of alternatives to current situation, Hone goals, Initiate options, Evaluate options, Valid actions, Encourage momentum)

The Coach in Context

  • Your own amazing expertise and experience and its benefits and limitations
  • Use the coachee’s experience to inform the coaching agenda
  • Recognise explicit information and exploring implicit information
  • Ensure consistency in the coaching environment
  • Understand and adapting to differences in cultural values
  • Successfully coach across a diverse audience (cultures, races, genders, styles & ethnicity)
  • Develop best practice with The Coaching Game

Characteristics of the Coachee

  • I am here! Identifying where and creating movement from where they are at present to where they want to be  in the future
  • Getting to know their territory: Insight – seeing what is in their world
  • Readiness – attending to what constrains or enables them to respond in their world
  • Identify competency gaps
  • Revealing authentic vision – clarifying the difference they want to make
  • Skillful Action – transforming vision into action

The Coaching Contract 

  • First meeting essentials
  • Forming a partnership
  • Transparency how you can both make the relationship productive
  • Structure expectations – The coaching contract
  • The pre-coaching checklist/questionnaire
  • Confidentiality and ethical behaviour


  • Evaluate the readiness of the coachee for coaching
  • Establish guidelines for confidentiality
  • Agree third party roles in the coaching (The coachee’s boss, HR)
  • Data protection and safeguarding
  • Develop realistic and challenging coaching goals and realistic time frames for achievement
  • Recognise the need to re-contract when appropriate
  • Tailor the coaching process to the unique needs of the coachee and organisation

Building and Maintaining Coaching Relationships

  • Identify and manage resistance and conflict
  • Influence with and without authority
  • Maintain confidentiality on sensitive organisational and individual issues
  • Maintain the balance of the coaching relationship and professional boundaries
  • Appropriately challenging the coachee and managing defensiveness without impairing
  • the coaching relationship
  • Flex and adapt to work with a diverse group of clients, stakeholders (cultures,races, genders, styles and ethnicity

Business Acumen

  • Identify business functions and their inter dependencies
  • The strategic planning process and its relationship with team and individual goal setting
  • Governance structures and practices and how they interface with business operations
  • Political agendas and how they impact the organisation
  • Knowledge of current business events, issues, trends and constraints
  • Awareness of of political hotspots

Maintaining Energy & Enthusiasm

  • Maintain energy, optimism and enthusiasm during the coaching process
  • Emotional control and mindfulness
  • Maintain resilience –  bouncing back after mistakes and failures
  • Manage stress not to allow it to interfere with the coaching process

Listening for Potential

  • Recognise your own faulty filters
  • Not allowing details to distort your listening
  • Listen actively and respectfully

Choosing and using words that work

  • Recognise the importance of  language patterns and sentence structures
  • Choose and use words that work to achieve your intent
  • Get answers with Quality Questions
  • When to use directive and non directive language
  • Clarifying and moving forward

Interpersonal Sensitivity

  • Flexing your style in response to how it impacts others and fits with the needs of others
  • Demonstrate an interest in people; showing curiosity about the lives, goals, experiences, and perspectives of others
  • Being alert to subtle behaviours providing clues about others and checking out those responses
  • raising awareness of bias

Development Planning

  • Assist the coachee to establish ownership and responsibility
  • Plan and gain commitment to a coaching time table
  • Establish qualitative and quantitative measures of results for coaching goals
  • Identify what can be achieved in coaching and recommending appropriate training or experience to address developmental goals
  • Identify the need for referrals to other professionals where necessary

Facilitating Development and Change

  • Respect the coachee’s point of view and offering alternative points of view
  • Select the most effective feedback model to enable constructive feedback
  • Offer specific strategies suggesting appropriate behavioural changes
  • Fabulous feedback – Exploring best practice with the feedback game
  • Encourage the translation of ideas into action plans
  • Identify the appropriate ending point in the formal coaching process
  • Work with the coachee to identify ongoing developmental support and resources in his/her environment and to establish a transition – ending plan

Developing your personal action plan and determining your support needs

  • Identify support needs for your coaching activity