Using A

Coach
For Professional Development
Markisha Wright
Wesley Lane
Tami Crosgrove

COACHING
Working

with individuals and small

groups to improve social skills and
effectiveness in the workplace.

Thier, M.J. (2003). Coaching clues: real stories, powerful solutions, practical tools.
Yarmouth, ME: Nicholas Brealey Publishing.

USING A COACH

STEP ONE

Self-Reflection Ask
yourself if you are
coachable.

To have a successful
coaching experience,
you must commit to the
process, acknowledge
change is needed and
be open for feedback.

STEP TWO

Find the right coach for

you.

Match personalities with

your coach so you can
work well together. A
coach will help solve
problems that may be
preventing you from
achieving your full
potential in the workplace.

C.L.U.E.S. Model

Marian J Thier

This model represents a method for organizing

observations in coaching situations, a way of looking at
behavior from five key points of view:

CHARACTERISTICS personal traits, preferences, and

behavioral themes
LANGUAGE the implications of verbal, written, and
physical expression (body language)
UNDERLYING MOTIVES: stimuli that influence direction,
choices, and action
ENERGY elements that exhaust, encourage, or invigorate
STORIES what a person talks about and what is said
about him or her

Characteristics
Characteristics
Language
Underlying motives
Energy
Stories

Each person has unique

personal traits, preferences,
and behavioral themes
revealed through specific
actions.

Language
Characteristics
Language
Underlying motives
Energy
Stories

A persons actions and

intentions are interpreted
through his or her use of
verbal, written, and body
language.

Underlying
Motives
Characteristics
Language
Underlying motives
Energy
Stories

A persons motivation almost

always extends beyond what
is evident or professed, and
sometimes this is relevant to
a coaching situation.

Energy
Characteristics
Language
Underlying motives
Energy
Stories

How, when and to what extent

a person is productive is a
guide to his or her physical
and mental output.

Stories
Characteristics
Language
Underlying motives
Energy
Stories

Peoples stories reveal what they think

about, the highlights and drawbacks of
their work history, who they have
positively and negatively worked with,
and what motivates or discourages
them. What a person talks about and
what is said about him or her are
valuable clues in any situation.

C.L.U.E.S. Model
These

categories of behavior are

represented in any given situation
naturally, but the CLUES structure can
help identify which are most important
and which might point to the best
opportunity for change.

https://www.youtube.com/watch?v=p0R6cJV0x4M

The discipline of coaching

puts the center of its
attention on the question
of how a person can help
other people develop new
capabilities, new horizons,
and new worlds of
opportunity for
themselves and those
around them.
Flaherty, J. (2005). Coaching: evoking
excellence in others. Burlington, MA: Elsevier
Butterworth-Heinemann.

Relationship
Mutually satisfying

Based on mutual
respect, mutual
trust, freedom of
expression

Pragmatism

Two Tracks

Outcome-based
Relentless
correction based
on feedback
loop

Both client and

coach are
engaged in
learning
Breakdowns
may occur in
either persons
commitment or
competence

Always/Already
Human beings
are always/
already in the
middle of
something
Not empty
vessels
Each has their
own immediate
concerns
Each has their
own
commitments

Techniques
Dont Work
Ifthen
scenarios are
limited
Manipulation
Undermine
dignity of people
Foster
resistance and
resentment

Five Principles of
Coaching

James Flaherty

Use these five principles as a way

to design coaching or correct it
when its not working.
Flaherty, J. (2005). Coaching: evoking
excellence in others. Burlington, MA:
Elsevier Butterworth-Heinemann.

Five Principles of Coaching

Relationship

Most important
principle
Background for all
coaching efforts
Must be one in which
there is mutual
respect, trust, and
mutual freedom of
expression.

Pragmatic

Whats true is what

works
Coaching is a
discipline that
requires freshness,
innovation, and
relentless correction
according to the
outcomes being
produced.

Five Principles of Coaching

Two

Tracks

Coaching is a
learning experience
for both coach and
client
Question
assumptions,
abandon techniques,
vigilantly correct
from outcomes
produced

Always/Already

Coaching
interventions must fit
into clients structure
of interpretation
Adults likely already
have their own way
of doing things so
coaching needs to be
adaptable

Five Principles of Coaching

Techniques

Dont Work

Challenge the routine approach to coaching

Clients quickly recognize when techniques
are being used on them and often react with
resentment
Coach must know when to use what
technique and supplement with full client
engagement to be open, curious and
creative. Techniques alone cannot replace
human interaction.