Live-Action Coaching
Live-action coaching normally takes place within the context of an existing coach/client relationship. Coaching moves from one-on-one coaching of the client to directly observing him or her in a variety of business situations. In subsequent steps, it involves stopping the action in meetings to ask questions or suggest alternative actions to help the client experience opportune times for changing a pattern. Live-action coaching combined with behind-the-scenes coaching can speed up the change process. This coaching involves a number of stages:
Stage 1: Behind-the-scenes coaching of the client;
Stage 2: Observation of the client in a business meeting with direct reports and one-on-one meetings with staff members. The focus is on seeing how the leader and the team interact and how much resilience and capacity the leader and the team have with each other;
Stage 3: Live-action coaching of the client with direct reports in a business meeting either collectively or one-on-one. This means stopping the action to ask questions or suggest alternative actions. This can be helpful to clients who are stuck in ineffective patterns with their teams. By acting in the moment while events and patterns are in play, the coach can help accelerate the leader’s and the team’s performance and focus on their strengths;
Stage 4: Live-action coaching of just the client when the client is in a business meeting with his or her team. This stage focuses solely on how the leader functions. This step comes after stage 3 because the team is much more amenable to live-action coaching solely of their leader. Having been coached, they are less likely to view the coach as a foreign element and their boss as deficient.
This approach is based on a model developed by Mary Beth O’Neill and described in detail in her book Executive Coaching with Backbone and Heart (2nd edition), John Wiley and Sons, San Francisco, California, 2007.
Stage 1: Behind-the-scenes coaching of the client;
Stage 2: Observation of the client in a business meeting with direct reports and one-on-one meetings with staff members. The focus is on seeing how the leader and the team interact and how much resilience and capacity the leader and the team have with each other;
Stage 3: Live-action coaching of the client with direct reports in a business meeting either collectively or one-on-one. This means stopping the action to ask questions or suggest alternative actions. This can be helpful to clients who are stuck in ineffective patterns with their teams. By acting in the moment while events and patterns are in play, the coach can help accelerate the leader’s and the team’s performance and focus on their strengths;
Stage 4: Live-action coaching of just the client when the client is in a business meeting with his or her team. This stage focuses solely on how the leader functions. This step comes after stage 3 because the team is much more amenable to live-action coaching solely of their leader. Having been coached, they are less likely to view the coach as a foreign element and their boss as deficient.
This approach is based on a model developed by Mary Beth O’Neill and described in detail in her book Executive Coaching with Backbone and Heart (2nd edition), John Wiley and Sons, San Francisco, California, 2007.
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