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Coach competencies

There are different classifications of coaching competencies. In this article I will present the standard, now classic classification of the International Coaching Federation. It includes 11 competencies, which can be roughly divided into 4 main tasks.

1. Task – Create a foundation for work

 

coaching 6

1.1 The coach must comply with ethical standards and meet the standards of the profession

 

This refers to the norms prescribed in the code of ethics of the International Coaching Federation. Understanding your area of competence (that is, do not take on requests that go beyond the scope of coaching - requests for a psychiatrist, psychologist or psychotherapist). And always redirect these to other specialized specialists. In my case, during the initial free conversation, I tell the client in what format I can be useful. Since I can work both as a psychologist and as a psychotherapist and as a coach. It is the coach's responsibility to understand where coaching tools will be of no use and not waste time and money.

1.2 Ability to conclude a coaching contract (agreement)

The meaning of such an agreement is that it defines all aspects of the relationship (payment, schedule, contact with other specialists, absences, delays, etc.) in order to thus distribute the responsibilities of the parties. This agreement does not have legal force, but is usually an oral agreement to understand the scope of the work.

2. Task - Form relationships

coaching 52.1 Trust

In order for the atmosphere to be conducive to work, the coach must be caring and respect the client. Be responsible, integrity, honest and sincere. Do not touch on new topics without the client’s consent.

2.2 Form a coaching field

This so-called “field” or atmosphere is formed through openness, a sense of humor, and confidence. The coach controls emotions (both his own and the client's) and does not allow them to interfere with the process. Selects the method of interaction with the client that is most effective in each specific situation.

3. Challenge – Effective Communication

3.1 Be an active listener

The point of active listening is that the coach is completely focused on what the client is expressing. At the same time, he must read non-verbal communication as well. Through repetition and paraphrasing, help the client understand his experiences, accepting the client without judgment.

3.2 Good questions

They should allow you to clearly see what the client can do in the situation and help him be more active and move forward. That is, reflect an understanding of the client’s task.

3.3 Clear communication of information

The coach must communicate clearly and provide information about his methods and techniques. Specialized terms and slang should be avoided. Use more illustrations and metaphors to clarify thoughts.

4. The task is to help achieve results

coaching 44.1 Help awareness

For awareness, it is important to help the client see the difference between actions, feelings and thoughts. A specialist helps you find new paths to your goals and change your mind. At the same time, it is important not to bend to the client.

4.2 Action planning

The client must be involved in the search and decision-making process. The coach’s task is to provide tools that allow the theory gained in the sessions to be applied in practice. Must support exploration, creativity and experimentation, and ensure that the pace of change and learning is optimal.

4.3 Setting goals

The client adheres to the plan that he made together with the coach. This plan should specify goals, methods and time frames for achieving them. It can be adjusted as needed, but the coach should help stick to the plan and record its progress along the path of achievement, as well as help in finding resources.

4.4 Focus on progress and client responsibility

The specialist finds out what was successful and what was not, focusing the client on the goals. Learn to use tools to cope independently without a coach in the future, supports self-discipline and independence. Calls for the implementation of planned plans and points out their non-fulfillment in order to motivate action.

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