Our belief is that coaching is at its most effective when it is used as a key building block in the underlying philosophy about what an organisation is all about. We have worked with a number of organisations to undertake coach training, and have a strategic partnership with one of the leading coach training organisations in the UK, Worth Consulting.
We are enthusiastic fans of the OSCAR model, developed by Andrew Gilbert and Karen Whittleworth of Worth Consulting. The model,which has won wide acclaim and a National Training Award, builds upon and enhances the popular GROW model and is particularly useful for managers seeking to adopt a coaching style.
OSCAR Coaching Model
© Worth Consulting 2002
O – Outcome (Your destination)
“What is your long term outcome?”
“What would success look like?”
(This is where you clarify the outcomes around any given situation).
S – Situation (Your starting point)
“What is the current situation?”
“What’s actually happening?”
“Describe the current situation.”
(This is where you get clarity around where you are right now).
C – Choices and Consequences (Your route options)
“What choices do you have?”
“What options can you choose from?”
“What are the consequences of each choice?”
“Which choices have the best consequences?”
(This is where you increase awareness about the consequences of each choice).
A – Actions (Your detailed plan)
“What actions will you take?”
“What will you do next?”
“How will you do it?”
“When will you do it, with whom?”
“On a scale of 1 to 10 how willing are you to take those actions?”
(This is where you take responsibility for your own action plan).
R – Review (Making sure you are on track)
“What steps will you take to review your progress?”
“With whom will you review your progress and when?”
“Are the actions being taken?”
“Are the actions moving you towards your outcome?”
(This is where you continually check that you are on course).
We can help you to use OSCAR and other models to build an effective culture where personal and business development is valued and knowledge is a commodity to be passed on, not jealously guarded, where managers take brining on their successors as a key responsibility, where blame is avoided and intelligent failure is sought instead.