Coaching inputs  
1) Individual
  • Gender, age, race, personality, cognitive abilities, educational attainment, experience, managerial responsibilities
  • Belief in ability to change
  • Current quality of relationship with manager
  • Current quality of other inter-personal work relationships
  • Current non-work issues
  • Level of self-awareness, awareness of others
  • Personal development needs
  • Affective state and energy levels
2) Team
  • Current quality of team relationships
  • Team’s perception of coachee
  • Perception of team performance
  • Team dynamic
3) Organisation
  • Organisational objectives from coaching
  • Job requirements
  • Organisational dynamic
  • Organisational culture and climate
4) Coach
  • Gender, age, race, personality, cognitive abilities, qualifications, experience
  • Coaching style/approach
  • Ability to develop working relationship with coachee
  • Organisational dynamic
  • Understanding of organisation
  • Affective state and energy levels
Coaching Process
1) Contracting and Objective setting
  • Coachee understanding, appreciating and committing to the process
  • Coachee, coach and organisation clarifying and understanding organisational objectives of coaching and way in which progress si to be measured
  • Coachee and coach clarifying, understanding and reconciling organisational and personal objectives of coaching
  • Period of coaching
2) Rapport building
  • Building trust between coachee and coach
  • Coachee and coach developing a working alliance
3) Engagement
  • Coach engaging the coachee in session
  • Coachee perceiving choice around repertoire of behavioural options
  • Coach modelling desired work behaviours in session
  • Coachee practising behavioural options in session
4) Learning/Consolidation/Transfer
  • Coachee taking responsibility for behavioural choice
  • Coachee creating and articulating own conceptual framework for modelled/learnt behaviours
  • Coachee practising desired work behaviours in the work-place
  • Coachee choosing favourable behavioural options
5) Feedback/Evaluation
  • Feedback/evaluation between coachee and coach
  • Feedback/evaluation from organisational stakeholders on coachee behaviours
  • Feedback/evaluation from coachee to organisational stakeholders
  • Feedback/evaluation from organisation to coach
  • Feedback from coach to organisation on general themes
Coaching Outcomes at the Individual Level
1) Immediate
  • Improved understanding of expectations
  • Heightened self-awareness and awareness of others
  • Better identification of development needs
  • Exploration of alternative behaviours
2) Intermediate
  • Implementation of changed behaviours
  • Improved inter-personal relationships at work
  • Greater frequency of win-win results
3) Ultimate
  • Enhanced work performance
  • Sustainability of changed behaviour
  • Better management/leadership skills
  • Improved career decision-making
  • Improved emotional self-regulation
  • Positive affectivity
Coaching Outcomes at the Team and Organisational Level
1) Immediate
  • Little or negative, due to absence of coachee at coaching sessions
2) Intermediate
  • Changed multi-rater scores/360° appraisal/ colleagues’ perceptions of coachee reflecting different coachee behaviour
  • Enhanced team functionality
  • Feedback/evaluation of coach by organisation
  • Feedback by coach on organisation
3) Ultimate
  • Improved profitability
  • Improved morale
  • Feedback loops from coachee to team and organisation bringing about change in goals, culture
  • Feedback loops from coach to organisation
  • Enhanced commitment

A questionnaire supporting the model is downloadable in word format here:

Coachee Questionnaire 151008.doc

Coachee Evaluation Summary 151008.doc


This questionnaire is work in progress and is included on my wiki

Please email me at to request access.