What is an important coaching skill

What is good coaching? 5 factors

What is Coaching at all? And when is coaching successful? A coach can change and improve the behavior of individuals or entire teams. Unlike "Mentoring " or. "Accompaniment"which mostly only supports the managers in their personal development. In both cases, managers or teams are “developed” through the knowledge and skills of the mentor or coach in order to later achieve a better output.

For this purpose, key figures are determined at the beginning of the cooperation, with which the success can be measured later - quantitatively and qualitatively.

When it comes to coaching, certain things must be observed as a basic requirement: There are more and more coaches - some have a qualification and are certified, some not. Unfortunately, in either case, there is no guarantee that the coach is a good one. So is with the Choosing a coach Knowledge of human nature required. The procedure before placing an order and trusting the potential coach should not be disregarded. Whether a coaching was successful can usually only be seen in the end result.

Goals should be set and the cooperation should be based on partnership, whereby the needs of the person being coached (coachee) must be taken into account. Anyone who can be coached should always have one Willingness to change bring. The (theoretical) models and methods learned during coaching should always be put into practice promptly so that the coaching works successfully.

1. Set goals

Goals are imperative for successful coaching.

Using a Target catalog - in which the desired goals are defined - determine which goals and results should be achieved with the coaching. It should also be defined when a goal is achieved and how this is measured.

EXTRA: Coach, Consultant & Boss: These 7 types of questions will get you ahead

Coaching makes no sense without defined goals. It is important that both coach and coachee work together voluntarily. If the goals change during a coaching session or the coach determines that goals need to be adjusted, this should definitely be done in consultation with the coachee.

I have also been a coachee myself - to get to know myself better and to be able to master the new role as managing director. Therefore I can confirm from my own experience that that Achieving goals and results is very important for a coaching process.

2. Partnership approach

Another important requirement for successful coaching is that partnership as well as a respectful interaction between coach and coachee. Against this background, the advantages and disadvantages of an internal or external coach must also be weighed.

A internal coach knows the company's processes and costs nothing. However, it is questionable whether there is enough trust for the coachees to open up to their coach and communicate confidential things. Because of this, many companies choose one external coach. Even with him an intense one can be Relationship of trust being constructed.

A coach can be seen as a sparring partner who supports the coachee in achieving his goals and acts as an equal partner.

3. Results-oriented

Coaching should always be results-oriented, and it must be determined how the results can be measured. In order to be able to define results at all, one should clarify in advance what needs a coachee has. How would he like to benefit from the coaching? A coaching process must be constantly analyzed:

  • Can you see changes?
  • Was it possible to implement what was learned from the coaching process?

This step-by-step approach and that Recognize regular results are small success stories for the coach and the coachees that motivate them to continue. The results should also be assessed and analyzed. It is important for both coach and coachee how something learned is implemented.

Without results, coaching is frustrating for both sides.

Unfortunately, coachings are sometimes just a “flash in the pan” - because what you have learned disappears quickly in everyday work. It makes sense, of course, to achieve sustainable results. Success and sustainability depend on the duration and intensity of a coaching. The duration of coaching, including objectives, should be determined before the start, if possible. The day-to-day work of the coachee must also be taken into account, because the work must not “fall by the wayside”.

4. Mutual learning

Since people are to be further developed and behaviors are to be changed through coaching Willingness to change and willingness to learn essential for successful coaching. This applies to both sides. In order to change and learn, you need feedback. No coaching makes sense without feedback. In order for feedback to be fair and respectful, the Feedback rules to be determined by mutual agreement. What does feedback look like? Who can say something and when? It doesn't work without trust from both parties.

When learning, the coachee gets out of his (comfortable) Comfort zone have to come out - and he has to be able to handle it. The coach accompanies him. The coach must too open to change because he also learns from every coaching session. It is important that the coach does not evaluate, but gives honest feedback.

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5. Relevance to practice

Coachings usually take place outside of everyday professional life. It is therefore important to put the results of the coaching into practice. Only then can results be measured. The fruits of successful coaching are clearly implementable and formulated procedures and ideas. During coaching, of course, deficits in the coachee can also be identified, which should be further developed. For this purpose, measures are defined in everyday work that must be implemented within a certain period of time. Thus, the coachee is constantly in a process of change and slowly but permanently breaks out of his comfort zone.

The Incorporation of role play as well as examples from practice during the coaching are also important in order to be able to put what has been theoretically learned into practice.

For a step-by-step improvement in skills and behavior, the results that have been achieved in the course of the coaching as well as in practice must regularly reflected and be illuminated. Even after coaching, this doesn't stop; the learning process should be as continuous as possible.

Our book tip: solution-oriented coaching

Short-term coaching for practice

Paperback: 72 pages
Edition: 2., corr. Edition 2019
Price: 14,99 €

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Lutz Braun offers consulting, mentoring and coaching for family businesses in the Heilbronn, Stuttgart and Karlsruhe area. The focus is on corporate management, strategy development, succession advice and support for managing directors. Lutz Braun, managing director of BF Scale Consulting, has over 13 years of practical professional experience as managing director through his previous work in the family business.