101 coaching tips for great performance coaching pdf format

Jeroen De Flander – 101 coaching tips PDF 1
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101 coaching tips for great performance coaching
101 Coaching Tips is a performance coaching guide that combines the best coaching tips I have
collected over the years in over a dozen blog posts. I hope this little guide will facilitate your
coaching journey. Most of the coaching tips come from working with Sir John Whitmore, the
godfather of performance coaching and author of the bestseller Coaching for Performance (a
great book, by the way).
Why the GROW Coaching model?
There are dozens of coaching methods out there, some better than others. The good ones will help
you as a coach to facilitate learning rather than to direct it. The GROW coaching model – originally
conceived by Graham Alexander and further perfected by John Whitmore – is probably the best-
known and appreciated coaching framework in the world.
Unlike other coaching frameworks, the GROW coaching model is much more than a toolbox linked
to an acronym. It’s an approach, a philosophy which helps you create the right context to help
individuals transform their potential into peak performance. And I believe that’s exactly the reason
for its success.
The Essence of great performance coaching
You can achieve limited success by diligently following the GROW coaching model. But without
subscribing to the underlying coaching philosophy however, you will fall short of what is truly
possible. The essence of good coaching is all about you, as a coach, helping your coachee
to increase awareness and take responsibility. Of course, the process is important since it
brings structure to the conversation, but it should not be the cornerstone of your coaching. Creating
awareness and responsibility are. Frame your coaching in the context of awareness and
responsibility and it will improve drastically.
The 4 steps of the GROW Coaching Model
The GROW coaching model offers the coach a simple, yet powerful, framework. It helps you to
structure your interaction with your coachee. Whitmore’s coaching model has 4 steps.
The conversation can start at any one of the four stages of the GROW model. A coachee might begin
by telling you about something s/he wants to achieve (Goal), a current problem (Reality), a new idea
for improving things (Options) or by outlining an action plan (Will).

By itself, the particular order of questions will not help you to become a great coach. Each question
should aim to increase your coachee’s awareness and responsibility. It’s the combination of context
and sequence, along with lots of practice, that will make you a better coach.
Step 1. the Grow model: G for Goal setting
The most important part of the first coaching phase is to define and agree upon one or more goals
that the coachee wishes to achieve. Ideally, you should establish a clear goal for the coaching session
itself and a long-term performance goal. Make sure that you and your coachee know what the
objective of your conversation is, even when you are coaching informally. It’s important to give value
and direction to any discussion.
Individual objective setting is not only a crucial stage for performance coaching but for Strategy
Execution in general. Goal setting is one of the most researched elements in organisational science. I
believe every good coach needs a solid understanding of the topic that goes beyond knowing what
SMART stands for.
Coaching tips: here are 15 great coaching questions for the GROW Goal setting phase
Step 2. the gRow model: R for for Reality
The most important criterion for examining the current situation is objectivity. Most people think
they are objective but in reality they are not. Nobody is. Absolute objectivity doesn’t exist. We can
only have partial objectivity.
There are many things that can and will cloud your, and your coachee’s objectivity including
opinions, expectations, fear and prejudices. But the more we aim to be objective, the more we will
be.
So it’s your challenge to come as close as possible to reality, by-passing as many distortions as
possible. As a coach, you should help your coachee to remove as many false assumptions as possible.
Explore the real nature of the problem by asking your coachee to describe their perceived current
reality. This is an important step. Too often, people try to solve a problem without fully considering
their starting point – and often they are missing some of the information they need to solve the
problem effectively. All too often, as your coachee tells you about his current Reality, the solution
starts to emerge.
Coaching tips: here’s a list of 15 great questions for the Reality phase
Step 3. The grOw model: O for Options
Once you and your coachee have explored the current reality, it’s time to explore what is possible –
meaning all the potential options, behaviour or decisions that could lead to the right solution.

Help your coachee to generate a long list. Your objective as a coach during the Options stage should
not be to find the right answer, but to help your coachee identify as many different ideas and
solutions as possible. You don’t want any obstacles like preferences, feasibility or need for
completeness blocking the brainstorming process. At this point in the process, it’s the ideation – the
creative part – that provides the real value.
So, as strange as it may seem, focus on quantity rather than quality and feasibility. It’s from this long
inventory of creative possibilities that actions will be chosen during the next stage.
Coaching tips: here are 11 great coaching questions for the Options phase
Step 4. The groW model: W for Will
What will you do by when? The purpose of this final phase is to transform a discussion into a
decision, using the outcomes of the three previous coaching steps. Again, you will be guiding your
coachee through a series of questions.
By examining the current Reality and exploring the Options, your coachee will now have a good idea
of how s/he can achieve their goal. That’s great, but without ownership to kick-start and drive future
actions, it has no value. So you need to help your coachee to take responsibility and commit to
action. As you want to maximise chances for success, you need to examine any potential obstacles,
discuss ways of overcoming them, agree on the resources needed and the nature of further support.
So, the fourth phase demands that the coachee takes several decisions. Remember: the coachee
takes the decision, even if that decision is to take no action at all. The coachee always maintains
choice and ownership.
Coaching Tips: 15 great coaching questions for the Will phase
Coaching, a helicopter view
Now that you have a feeling for the basics of performance coaching and the principles of John
Whitmore’s GROW coaching model, let’s move forward and take a broader perspective. Here’s a list
of 14 things I believe every coach should know:
1. Coaching is a relatively new field. Although Socrates launched some of the basic
principles of modern coaching some 2000 years ago, it has only become well-known over
the last two decades.
2. In these last 20 years, coaching has had a meteoric rise in popularity. Eighty percent of
UK organisations are investing in one or more forms of coaching and the International
Coaching Federation is attracting record numbers each month.
3. To this day, there is no single agreed upon definition for coaching. Some are
straightforward, others are fancy.

4. My favourite coaching definition is by Tim Gallwey, author of several best-selling
books on coaching in sport. It goes like this: “Coaching is unlocking a person’s potential to
maximise their own performance. It’s helping them to learn rather than teaching them”.
5. Be careful not to mix performance coaching with counselling. Coaching is work-
related, proactive and focused on conscious or just below the surface things. Counselling is a
whole different ball game. It’s non-work-related, rather reactive and concerned with the core
beliefs of an individual. You can do more harm than good by mixing them up.
6. In his article The Very Real Dangers of Executive Coaching (Harvard Business
Review), Steve Berglas pinpoints the risks – and unfortunately – the practice of
unschooled coaches who enter into more psychotherapy issues with their coachee than they
can competently handle.
7. Make sure you do not make the same mistake. If you suspect a work-related issue has
deeper origins,call in a professional with the necessary skills. If you are on the receiving
end, make sure you have a profile that fits your needs.
8. Coaching is all about unlocking future potential performance rather than evaluating
and judging current performance. It’s based on the belief that individuals want to and can do
a good job. If, deep down, you don’t believe this, coaching is probably not for you.
9. Performance coaching is not so much about passing on individual performance objectives,
but rather a technique to take away the barriers that prevent individuals from actually
taking on and delivering against these objectives.
10. Coaching is also a way of managing rather than a tool to use in a variety of situations
such as planning, delegation or problem solving. It’s a different way of viewing people – a far
more optimistic way than most of us are accustomed to – and results in a different way of
treating them.
11. There are many coaching methods. The good ones will help you as a coach to facilitate
learning rather than to direct it. Questioning techniques and active listening are your
primary means to do this.
12. Everybody can become a coach. It’s a skill that requires only time and effort to develop.
It’s probably harder to give up instructing than it is to learn to coach.
13. Most companies today invest in coaching to improve individual performance. But more and
more companies realise there is so much more to gain if they can harvest the individual
benefits to improve the overall company performance.
14. There is no single ideal way of measuring the coaching ROI for companies – although
many claim to have the best.

Performance Coaching is important for strategy execution
This is a short, but very important paragraph for those looking to position performance coaching
into a company context. Strategy execution is made up of many, MANY individual execution efforts
– an infinite to-do list taken up by different people at different times. Performance coaching helps
this process by creating the necessary commitment with the individuals involved to move these
actions forwards. In other words, performance coaching creates engagement to get things done. This
is different from counseling or mentoring.
Coaching tips for daily use
And last but not least, a list of 30 practical coaching tips I developed together with John Whitmore.
They are listed in my book Strategy Execution Heroes.
Please be aware, there is no one way of coaching all individuals in all situations. The list below is
therefore incomplete and even has some contradictory tips. But they have all been tested and will be
useful for you as a coach somewhere along your growth path. As your coaching evolves, so will your
needs for further development. It might therefore be a good idea to run through this list every few
months. You will see that, after some time, certain tips will hold no mystery for you anymore and
others will attract your attention and reveal different nuances over time.
Coaching tips. # 1 Ask open questions
Asking closed questions prevents people from thinking. Asking open questions causes them to think
for themselves.
Coaching tips. # 2 Make your coachee think
Ask open questions that demand your coachee to focus more than usual to give accurate
answers. Here’s an example: ‘Can you summarise in three headlines the added value of awareness
and responsibility for your coaching activities in the future?’ rather than ‘What do you remember
from the previous chapter?’
Coaching tips. # 3 Don’t be judgemental
Ask open questions that demand descriptive, non-judgemental answers. This way, you avoid causing
self-criticism or damaging your coachee’s self-esteem.
Coaching tips. #4 Resist the Why? question
Asking why often implies criticism and triggers the coachee’s analytical thinking process. And
analysis (thinking) and awareness (observing) are two different mental processes that are virtually

impossible to combine to full effect. So aim for questions that start with words such as what, when,
who, how much and how many.
Coaching tips. #5 Keep it short
Make your coaching questions clear and unambiguous. It helps when you limit yourself to one brief
question. And listen for the response before launching a new question.
Coaching tips. #6 Go on a trip
A useful metaphor for the GROW model is the plan you might make for an important journey. First,
you start with a map that helps your coachee decide where they are going (their Goal) and establish
where they currently are (their current Reality). Then you explore various ways (the Options) of
making the journey. In the final step, establishing the Will, you ensure your coachee is committed to
making the journey.
Coaching tips. #7 Go undercover
You don’t need a formal coaching session to raise someone’s awareness and responsibility. In fact,
most coaching takes place unsolicited, with the coachee unaware of the process. The coached
individual will simply think that you were being particularly helpful and considerate. This means
that every conversation you have becomes a potential testing ground – a learning experience – to
improve your coaching skills.
Coaching tips. #8 Ask for, and be open to feedback
Everybody learns, even the best coaches. So do ask for feedback from your coachee. Besides the
positive learning experience for you, it has the extra benefit for improving the relationship. You
increase the chances that your coachee will be more open to feedback when s/he is next on the
receiving end as feedback is becoming part of the way you interact.
Coaching tips. #9 Set goals at the start with a self-evaluation form
I have mentioned before how important it is to begin the coaching process, formal or informal, with
a clear definition of what your coachee would like to achieve. Using a self-evaluation form helps this
process tremendously. There are many lists on the internet, or if you can’t find one that suits your
needs, build one. With as few as 10 questions you can offer your coachee your first added value.
Coaching tips. #10 Don’t let the good guys get away
When coaching for performance, you aim to improve certain performance shortcomings of your
coachee. But remember, it’s not all bad all of the time. I’m sure you can find several good, even

great, behaviours that your coachee possesses. But without the proper attention, s/he might not be
aware of them, or even worse, adds them to the list of behaviours that need to change. Make sure
you identify those positive behaviours and help your coachee leverage them. It’s a great way to stress
the positive and help your coachee reach goals faster by building on existing strengths at the same
time.
Coaching tips. #11 Coach only on first-hand data
When you know the coachee, you probably have more information available. You might, for
example, have heard something from a colleague. And I know it’s tempting to use that information,
but be aware that using it will often have a negative impact on your coaching relationship – whether
the information is correct or not. So stick to what you hear directly from your coachee.
Coaching tips. #12 Dig deeper, coach better
Ask your coachee open questions that will make him reflect. You should be able to detect it from
their body language such as a pause before answering or a raising of the eyes. When you ask
questions solely from the normal, conscious level of awareness, you may be helping your coachee to
structure his thoughts but you are not probing for deeper levels of awareness. But when your
coachee has to really dig deep to find the answer, new awareness is created. And once found, the
input becomes conscious and readily available for the coachee to use.
Coaching tips. #13 Coach or tell?
Whether or not to opt for a coaching approach depends on your situation at a given moment. If
timing is the most important criterion in a specific situation, such as in a crisis, doing the job
yourself or telling someone exactly what to do is probably your best option. If quality matters most,
you will get the best results with coaching for high awareness and responsibility. If learning and
retention are crucial, coaching is again your best choice.
Coaching tips. #14 Before you start, ask yourself what you want to get out of it
Don’t confuse or fool yourself by pretending to coach when you are actually doing something
different. If you want to teach, then go and teach. If you want to sell, then do so. But don’t use
coaching as a means to something other than for what it is intended. It might give you the desired
outcome in the short-term but will always backfire and create more problems at a later stage.

Coaching tips. #15 Understand what makes people tick
There is no need to complete a psychology degree before you can start coaching. But as coaching is
all about human interaction, it’s useful to have a basic understanding of what drives human
behaviour.
Coaching tips. #16 Use homework for your coachee
It gives your coachee more time to collect high-quality input and creates responsibility. And it will
give you more coaching time and a solid starting base for your next session.
Coaching tips. #17 Delegate coaching
Evaluate carefully the amount of time you allocate to coaching. In some situations you can delegate
particular coaching jobs to others.
Coaching tips. #18 Coach the coach
When delegating a coaching job to someone else, you are stimulating that individual to apply and
build their own coaching skills. It further enriches your own coaching practice as you are
approaching coaching from a new perspective.
Even after years of coaching, I still find it refreshing and rewarding to coach coaches.
Coaching tips. #19 Don’t feel guilty about providing input
Just because you read somewhere that a coach should not delve into the content, doesn’t mean that
you can’t provide some input. You just need to be careful with your timing and delivery method. A
good time to offer your knowledge or experience is when you recognise that the coachee has
exhausted all possibilities during the Option phase – the ‘O’ from GROW.
Ask the following question: ‘I have some more options and ideas. Maybe you would like to hear
them?’ You can style the question to your liking, but do make sure that it’s clear to your coachee that
you are momentarily stepping out of your facilitating role.
When providing your input, make it as short as possible. Try to put it all into one phrase. You don’t
want to be talking for the next 10 minutes.
If you have more then one session and know the topic, you can write your tips on paper and get a
feeling for the tone and directness of the message. Remember to make it clear to your coachee that
your input should be treated in the same way as his own options and ideas.

Coaching tips. #20 When you don’t know the answer, admit it
A no-nonsense approach will help your build a relationship of trust. It is extremely damaging to that
relationship to go back on something that you supported during a previous session. If you don’t have
the answer, say so and offer to find it by the next session or possibly earlier.
Coaching tips. #21 Two might be better than one
You may find it easier to coach two people at the same time. It might sound strange as, like most
people, you probably have the image of coaching as a strictly one-to-one process. But it’s rewarding
to look beyond that preconception.
I found that coaching two people at the same time can reduce tension and provide a great
opportunity for role-playing.
Coaching tips. #22 Describe versus evaluate
You should use, and encourage your coachee to use descriptive, rather than evaluative words. The
more specific and descriptive words and phrases become, the less criticism they tend to carry, and
the more productive the coaching will be. So don’t just tell a speaker his presentation was poor or
inadequate – this will only make him feel bad. He wants to know that the presentation was clearly
structured, brief but rather monotonous and pitched at too low a level for the audience. Remember
that description adds value, criticism detracts.
Coaching tips. #23 Coach your boss
You probably won’t get very far by telling your boss what to do. But applying some of the coaching
principles and coaching upwards can increase your success rate dramatically.
Coaching tips. #24 Go back and forth
The GROW methodology helps you structure your coaching conversation. It gives a proven, logical
sequence to your questions. But even though there is a sequence, you need to go back and forth
between the different steps.
You might start with a vague Goal that only becomes clear after examining the Reality in some
detail. It will then be necessary to go back and define the Goal more precisely before moving to the
Options. Even a clearly defined Goal might prove itself wrong or inappropriate once the Reality is
clear. Similarly, when listing the Options, it’s important to check back if they help to move towards
the desired Goal or not. And finally, before the Will is finalised, it’s crucial to see if the action plan,
once realised, achieves the Goal.

Coaching tips. #25 Don’t over prepare a coaching session
Too much preparation destroys your flexibility. Develop a general road map for your next session
rather than a detailed, step-by-step instruction manual.
Coaching tips. #26 Build your communication skills
These are crucial. Coaching is all about human interaction. Make sure you master a basic
communication model. It’s better to have a thorough understanding of one model that you can
actually apply in practice rather than have only a theoretical background on a few of them.
Coaching tips. #27 Don’t strive to put everything into a single session
If your coachee is motivated for the next session, it’s often a first sign that something positive has
been put in motion.
Coaching tips. #28 Just do it
Often your coachee will say something like ‘When I started the presentation I gave a short
introduction. Then it all blocked’. Instead of talking about something, I often find it useful to ask the
coachee to replay a certain situation. It makes it more concrete and offers a great opportunity to test
out some of the Options. When your coachee is able to do a successful role play exercise, the
motivation, self-belief and learning curve receive a huge boost.
Coaching tips. #29 Provide quick and easy feedback
Here’s a simple but effective feedback method you can use all the time. It’s called LCS – which
stands for Like, Concern, Suggestion. Start by saying something you liked, then add your concern
and end with one or more suggestions. Here’s an example: ‘I’m happy you have almost finished
reading all these tips. But by only reading them, I’m concerned it will not boost your coaching skills
as it is more important to actually put them into practice. So I would suggest picking your three
favourite ones and thinking about how best you could use them in the assignment I gave you earlier’.
Coaching tips. #30 Everything your coachee says is important.
It’s your job to find out how it is important.

About the author: Jeroen De Flander is one of the world’s most influential thinkers on
strategy execution and a highly regarded keynote speaker. He has shared the stage with
prominent strategists like Michael Porter and reached out to 21,000+ leaders in 30+ countries.
His first book Strategy Execution Heroes reached the Amazon bestseller list in 5 countries and
was nominated for Management Book of the Year 2012 in the Netherlands. His new book is
called The Execution Shortcut.
“De Flander’s latest book charts a strategy for taking any idea off the drawing board and into real
life. A great help to anyone looking to bring a good idea into the real world.”
Kirkus Reviews
"De Flander has added another chapter to the emerging science of strategy execution."
Prof. Robert Kaplan, Harvard Business School & Dr David Norton
"This book explains in an engaging way how Just Do It's don’t come automatically. It only happens when
the mind is triggered, the heart inspired, and willpower strengthened."
Bert Stevens, Vice President Europe Operations, Nike

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