Introduction to Coaching Conversations
Coaching Definition
As mentioned before, through the years I have come across varied definition of coaching. Below are some of them:
“Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be.”
Gary R. Collins
“ Coaching is practicing the disciplines of believing in people in order to empower them to change”
Tony Stoltzfus
“Coaching is unlocking a person’s potential to maximize their growth”
John Whitmore
“Coaching is the practice that specializes in changing awareness, action, and the world around us.”
David Rock & Linda J. Page
“Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.”
Internal Coaching Federation (ICF)
If I was to stand on the shoulders of these great authors and encapsulate a statement about coaching then it would be:
Coaching is to ignite one's thinking to unlock hidden potentials, compel new actions and deliver results.
As you can see, we have moved away from Fournie’s prescription of focusing on behaviours and consequences, a bevioural approach, to focusing on the thinking of the individual, now popularly coined as neuroscience or Brain-Based Coaching.
The Coaching Conversation though fundamentally sound and very effective does not appear to occur frequently. Michael B. Stanier in his book, The Coaching Habit, 2016, suggests that we can only build the coaching habit if we use the proven mechanics of building and embedding new habits and provides some useful tips. I certainly support his views. I also believe it is easier to build a habit if we use a consistent approach or methodology. Once again there are numerous coaching models out there and the more famous one being GROW. In order to gain greater commitment to coaching conversation, it is important for leaders to understand and belief the principles of effective engagement as well.
Having read books on coaching, difficult conversations, negotiations and building habits, I have developed a single framework for Effective Conversation and Engagement – 
S.I.M.P.L.E an acronym describes the process from start to end of a conversation. It provides a clear structure and a simple model to remember and create an habit.
g.r.a.c.e another acronym describes the key principles and behaviors for a successful interaction. It begins with getting permission to discuss and giving permission to provide feedback and ends with ensuring we have engage the head, heart and hand.
As I describe this model further I hope you will appreciate the simplicity and effectiveness of this model.
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Coaching Habits cannot be developed by just reading a book. You need practical role-plays and 1-1 Coaching to embed the habit. If you wish to develop the Coaching skills of your leaders, please contact for a discussion and customized workshop.