The Insights Coaching Model
“It is such a privilege to have my coaching model referenced in coaching and management theory books”
The INSIGHT model is relatively straightforward and the process of taking an inward-looking perspective and reflection is a good way of thinking about the model. The essence of good coaching, using this model, is that the development process is two-way and depends on the two parties having absolute trust in each other. Here are some tips and insightful questions that you could ask the person you are coaching in each stage. Reference by professor Bob Bates and The Little Big Book of Management Theories by Bob Bates and James McGrath. How to use it – Reference “The Little Big Book of Coaching Models” Published by PERSONS (my model is on page 132 model 44). Outline below!
“The essence of a coaching model is driven by the psychology of engagement” Eileen Hutchinson 2020
To have my coaching model referenced by other authors and professors is a real privilege and an honour. When I undertook the activity of co-writing the book “Understanding Coaching and Mentoring” with Dr Richard Hale back in 2012. I never thought I would create a coaching model which would be referenced in coaching and management theory books and translated into 10 different languages.
The INSIGHT model was created by looking at the acronym of the word and by contemplating on how I worked as a mentor and coach, as such the model was developed, and it reflects an extraordinary way of engaging with individuals.
The Insight Cycle of Coaching & Mentoring gives a framework for coaching/mentoring meetings and will help the coachee/mentee to plan a way forward. The themes shown give you the opportunity to identify a number of key interventions that need to be well-thought-out when working with clients.
The benefits of using this model will enable you to move towards being a first-class coach or mentor who will achieve strength of character, transparency and the ability to develop an influential relationship based on sincere and honest dialogue. This model will equip you to challenge perceptions, attitudes and behaviours in a safe and secure environment. Coaching and mentoring demand a skill set that is multifaceted and hands-on experience is essential.
The elements of the model can be summarised as:
Initial assessment: This will give the coach the opportunity to elicit the core requirements for the coaching intervention.
Negotiating the coaching plan: This should cover important aspect of ‘what? ‘when?’ ‘where?’ ‘how?’ the intervention process will operate.
Self-development plan: This will enable the person being coached to identify areas for personal or professional development and enable the coach to discuss appropriate coaching approaches that will support the development.
Insight into own capabilities: This will encourage the individual to review their strengths and weaknesses.
Growth and personal reflection: This is an opportunity for both the person being coached and the coach to reflect on the interventions so far and evaluate what’s worked well and what needs to be modified.
Hierarchy of needs: This will give both the person being coached and the coach insight into whether the needs of both parties are being met.
Testing new skills and knowledge: This will give the individuals the opportunity to test new skills and knowledge and make assessments about what else needs doing.
- Determine what the individual wants by asking: ‘what specifically do you want to achieve by working with me? What counts as success to you? What style of coaching do you respond to best?’
- Clarify how, when and where coaching will operate by asking the individual: ‘Where do you feel most comfortable learning? How do you see the client-coach relationship developing? How much time do you have to devote to coaching sessions?’
- Identify what areas for development are available by asking them: ‘What are your current strengths and weaknesses? What are the opportunities and threats facing you? How can you capitalise on strengths and opportunities and eliminate weaknesses and threats?’
- Gain a deeper understanding into the individual’s beliefs, values and goals by asking: ‘What do you believe that you will do differently as a result of the coaching? How will this make you a better person? How will you know when you have achieved this step?
- Confirm that the individual is on the right course by asking: what are you doing to make the changes happen? What are the effects that the changes have had? What do you think will change next?’
- Establish that their needs are being met by asking: what are the effects that the changes have had? What do you think will change next?’
- Establish that their needs are being met by asking: ‘How comfortable do you feel with what’s happening to you? How would you assess your motivation tow want to carry on? How will you know when you have achieved self-actualization?
- Confirm that the individual has achieved their desired outcome by asking: what are the min things that you have learned from the coaching? How do you intend applying the learning? How will you measure the effectiveness of this?
Questions to ask yourself
- Am I asking insightful questions? Am I getting honest answers to these questions?
Please contact me for a free copy of the full model.
NLP, CBT, Psychotherapy, Timeline Therapy, Coaching, Mentoring, Career Guidance, IAG, Counselling and Hypnotherapy.
Understanding Coaching and Mentoring (Insight Coaching & Mentoring Programme) Paperback – 2 Jan 2012
Publisher: MX Publishing (2 Jan. 2012)
Publications I’m referenced in
The Little Big Book Of Coaching Models
(76 Ways to help Managers get the best out of people)
By Bob Bates
The Little Big Book of Management Theories
by Bob Bates and James McGrath.