How to be a good coach? The 11 skills of the coach

Several associations have tried to define the skills of the coach which are necessary for the proper development of their work. The term competence is prevalent in the workplace because it is a predictor of good performance in the workplace where you work.

Although the concept of competition is used in the professional domain, Is also used in other areas such as staff development and the education.

Coaching skills: what are they?

This article presents the 11 most popular coaching skills, and for this the list of the International Coach Federation (ICF) is used. These competencies have been established for different purposes: to provide a frame of reference for good professional performance or to compare and improve a coaching training program.

  • To learn more about the concept of competence, you can read our article: “How to approach a competence interview: 4 keys to getting the job done”.

How to be a good coach

After clarifying the skills of the coach, here are the skills, abilities and attitudes necessary for a good professional task:

1. Respect ethical and deontological standards

This skill refers to ability to understand ethics and professional standards coaching, as well as adherence to the professional code of ethics. Not only must you understand these rules and values, but you must apply them for good professional practice. In addition, the code of ethics is specific and is an important aspect of coaching skills, as it clearly communicates the differences between coaching, counseling, psychotherapy and other support professions.

2. Establish the coaching contract

It is the ability to understand what is required in each coach-coachee interaction and establish an agreement with the client on the coaching process and the relationship. Thus, the coach who masters this skill understands and effectively presents to the client the specific orientations and parameters of the coaching relationship (logistics, prices, planning, participation of third parties, etc.). He also gets an agreement on what is and what is not appropriate in the relationship, on the service the coach will offer and the method he will use.

3. Establish trust and intimacy with the client

It is the ability to create an enabling environment that contribute to the development of mutual respect and trust. This competence manifests itself because the coach shows a genuine interest in the client, continuously demonstrates professional and personal integrity, establishes clear agreements, shows respect for the client’s opinions, supports the client in their decisions and respects everything. Moment the intimacy of the coach (client of the coach).

4. Be present in the coaching

It is the ability to be fully aware and to create a spontaneous relationship with the client using a style open, flexible and secure. The coach uses his intuition and trusts his inner knowledge, is able to recognize that he does not know everything and shows confidence in the face of strong emotions. The coach has the self-control necessary to guide the client without being overwhelmed.

5. Active listening

The coach knows how to focus completely on what the client is saying and not saying, and understands the meaning of his words in context. It is one of the coaching skills that has to do with the communication skillsAs with active listening, more attention is paid to what the client is saying, but it also helps the coachee to express himself.

6. Question strongly

This is one of the skills most representative of the coach of his job, because he must perform powerful questionsIn other words, questions that reveal the information needed to get the most out of the coachee. These types of questions make the coachee reflect, that is, they encourage self-knowledge and self-reflection and help the client to engage in action. Socratic questions are used in coaching.

7. Direct communication

It is the ability to communicate effectively during coaching sessions and the ability to use positive and effective language in the relationship with the coachee. The coach who masters this type of competition performs a effective feedback, Is clear and direct, clearly indicates the goals of the coach-coachee relationship, and uses appropriate and respectful language, encouraging a great relationship.

8. Create awareness

It is the ability to integrate and accurately assess different sources of information and to make interpretations that help the client to be aware and thus achieve the agreed goals. The coach creates awareness in different ways, for example, suggest reflections seeking a better understanding of the coachee or helping the coachee to identify limiting beliefs that do not allow him to grow.

9. Design actions

Ability to create lifelong learning opportunities with the client during coaching and in work and life in general. this competition refers to the coach’s task it must introduce new actions to the coachee that most effectively lead to the agreed coaching results. In this way, the coach helps the coachee to define new actions that allow him to demonstrate, deepen and acquire new learning. It also engages the client to explore new ideas and alternative situations, promoting experiential learning opportunities.

10. Plan and set goals and objectives

It is the ability to develop and maintain an effective coaching plan with the coachee. The coach consolidates the information gathered and establishes a coaching plan to achieve the goals. The objectives are achievable, measurable, specific and are achieved in a given time. The right coach has the ability to make adjustments to the plan and helps the client access the resources needed to acquire and accomplish goals.

11. Manage progress and accountability

In the skills of the coach there is the ability to keep the focus on what is important to the client and to transfer the responsibility for the action to the client. For that, the coach raises and asks the client for actions that lead him to the desired goal and planned, promotes self-discipline of the coachee, gives effective feedback and positively confronts the client when he does not comply with agreed actions.

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