1. 550 Christian Coaching Foundations I
please sign in

2. Review Last weeks Goals

3. Week four objectives Discuss Questioning & Responding
Asking thought-provoking and focused questions
Types of questions and impact
Giving Responses
Coaching Models & Issues
Awareness
Vision
Strategy
Action
Facing obstacles

4. Now that we know how to listen Attentively Let’s learn how to ask focused questions

5. Asking focused questions
Incisive, revealing, and powerful questions
Questions that give information – these are discovery questions
Make good inquiries

6. Discovery questions Allow coach to learn about the client
Stimulate thinking for the client
Client discovers things about themselves
Do not ask “WHY” questions in this phase
Use the words
WHAT
WHEN
HOW
WHO
WHERE
MORE DIRECT QUESTIONS – TELL ME MORE ABOUT, DESCRIBE SOME THINGS…
THESE QUESTIONS ARE MORE DIRECT AND DON’T END WITH A QUESTION MARK

7. DISCOVERY QUESTIONS
AVOID QUESTIONS THAT LEAD TO “YES/NO” OR ONE WORD ANSWERS
ASK OPEN ENDED QUESTIONS
CLOSED ENDED QUESTION
WERE YOU RAISED AND BORN IN CANADA?
OPEN ENDED QUESTION
TELL ME MORE ABOUT WHERE YOU WERE BORN AND GREW UP

8. WHAT DOES THE COACH DO? MOSTLY ASK QUESTIONS. IN NO MODEL OF COACHING
DOES THE COACH PROVIDE
THE ANSWERS OR ATTEMPT
TO SOLVE A PROBLEM.
-JOSEPH O’CONNER AND ANDREA LAGES
COAUTHORS OF HOW COACHING WORKS

9. POWERFUL QUESTIONS
Not about giving advice or telling people what to do
About asking powerful questions that
STIMULATE FRESH THINKING
LEAD TO NEW INSIGHTS
CLARIFY ISSUES
EXPLORE POSSIBLITIES
REFRAME AN ISSUE
STIMULATE REFLECTION
CAUSE PEOPLE TO THINK
YOU KNOW YOU HAVE ASKED A POWERFUL QUESTIONS WHEN:
The client pauses
Ponders the answer
And may says “that’s a good question"

10. LESS POWERFUL QUESTIONS
SOMETIMES COACHES ASK LESS POWERFUL QUESTIONS
That usually begin with Why
These Questions satisfy the coaches curiosity but do not move action further
Long & complicated
Draws attention to the coach
May be manipulative or leading into solving a problem
Miss what the client is saying

11. Miracle questions Helping the client imagine the positive outcomes
Clarifying Possibilities
A good question –
What are your options?
What’s next?

12. Homework questions Require time for reflection
Could benefit from longer periods of
Introspection
In-depth discussion with friend or accountability partner
Can be done and results discussed later
Good Question
Between now and our next session…

13. Giving responses
Coaches must also use responding skills to keep the process moving
Adapted from counseling profession
Verbal
Encouragement
Feedback
Self-disclosure

14. Verbal responses
Brief statements to indicate that the coach is listening
That’s great
I see Ok
Wow
Keep Going
Tell me more

15. encouragement
Gives hope
Gives Acknowledgement
Compliments
Endorses

16. feedback Form of encouragement, but requires more.
Deals with specific issues
Includes affirmation
Points to way in which there may be further action or improvement (challenges)

17. Self-disclosure
Must be cautious to not shift focus on self and away from client
Be brief and to the point with examples as necessary only to encourage or challenge, but not to remove focus from the client or even to compare in a negative way.
Must be relevant to the clients situation
Be careful you are not comparing that “I did it this way and you should too”

18. focusing on Values Strengths Spiritual Gifts Passions Attitudes
Energy Drainers
Past Experiences

19. Immediacy
What needs immediate attention – consider stopping and focusing on the topic or obstacle keeping client from moving forward

20. Brainstorming Creative collaboration between the coach and the client
Generating ideas, possibilities, options.
There are no bad ideas
Out of the box and outrageous ideas are acceptable and welcomed
Sometimes unrealistic or unfeasible ideas give rise to another possibility
Be careful to not push own ideas onto the client

21. debriefing This is done after something has been tried
Discuss what went well and what didn’t go well
Review and help the client to find a better or improved ideas or even a new ideas if necessary
Helps to determine what worked and what didn’t and help plan action steps for approaching the the circumstance in the future

22. requesting
We may have insight on how to do something or want to offer our experience, at this time we can request to make suggestions and allow the client to make a decision for themselves if it is something that would like to try
Or request that they take time to before the next appointment to think through and write down possible next steps…

23. Coaching models & issues
COLLINS BASIC CHRISTIAN COACHING MODEL
AWARENESS
VISION
STRATEGY & ACTION
OBSTACLES

24. AWARENESS WHERE ARE WE NOW? BECOMING AWARE OF THE PRESENT
Where the client is NOW
BECOMING AWARE OF THE PERSON
Who the client really is

25. VISION: WHERE DO WE WANT TO GO?
A mental picture of the ideal future
What does the person want to accomplish
Some people know where they want to go but not how to get there
Some people don’t know where they want to go
Great coaches are visionaries. Great coaches instill, nurture, and encourage vision, then model and motivate surrender to it. - Thomas G. Bandy, author of Coaching Change

26. STRATEGY & ACTION: HOW DO WE GET THERE?
Must stimulate action and be concise
Must be realistic and specific enough to reach the goal
Creating a plan of action
Accountability for Follow-through

27. Clients usually come to coaching to do things differently or to do different things. They want to set goals, come up with plans, get into action, and use the accountability of coaching to stay on track. Clients want to be in motion, not standing still, so naturally a great deal of the coach’s focus is on moving forward, envisioning the future, and helping clients create the path that will take them there. Coaching that emphasizes moving forward is focused, directed, intentional.
- Laura Whitworth, Karen Kimsey-House, Henry Kimsey House, and Phillip Sandahl, coauthors of Co-Active Coaching

28. OBSTACLES: WHAT GETS IN THE WAY?
Trip us up
Slow us down
Drain our energy
Force us to give up
Some are external and most are internal
Internal progress stoppers, sometimes called our mental gremlins
Group think –
Be careful of obstacles can become a major influence in organizations and groups
See page 124

29. IF YOU WANT TO HELP YOUR CLIENTS IN THE SHORT-TERM, FOCUS ON SOLVING PROBLEMS. IF YOU WANT TO SEE THEM RADICALLY TRANSFORMED FOR LIFE, CONCENTRATE ON BUILDING PEOPLE. - TONY STULTZFUZ, AUTHOR OF LEADERSHIP COACHING