How to be a good coach? The 11 competitions of the coach
Various associations have tried to define the competences of the coach that are necessary for the good performance of their work. The term competence is very widespread in the workplace since it is a predictor of good performance in the workplace where you work.
Although the concept of competence is used in the occupational field , is also used in other areas such as Personal Development and the education .
The coach's competences: what are they?
This article presents the 11 most extended coach competitions, and for this the list of the International Coach Federation (ICF). These competencies have been established for different purposes: to provide a reference framework for good professional performance or to compare and improve a coaching training program.
- To know more about the concept of competence, you can read our article: "How to face an interview by competences: 4 keys to get the job".
How to be a good coach
After clarifying that they are the skills of the coach, the following shows the skills, skills and attitudes necessary for a good professional work:
1. Respect ethical and deontological norms
This competence refers to the ability to understand professional ethics and standards of coaching, as well as adhering to the deontological code of the profession. Not only is it necessary to understand these norms and values, but it is necessary to apply them for good professional practice. In addition, the deontological code is specific and is an important aspect of coaching skills, as it clearly communicates the differences between coaching, consulting, psychotherapy and other support professions.
2. Establish the coaching agreement
It is the ability to understand what is required in each concrete interaction coach-coachee and establish an agreement with the client about the process and the coaching relationship . Therefore, the coache that dominates this competition understands and effectively presents the client with the guidelines and specific parameters of the coaching relationship (logistics, fees, schedule, third party participation, etc.). It also achieves an agreement about what is and what is not appropriate in the relationship, about the service that the coach will offer and the method that will be used.
3. Establish trust and intimacy with the client
It is the ability to create an enabling environment that Contribute to the development of respect and mutual trust . This competence is manifested because the coach shows genuine interest in the client, continuously demonstrates professional and personal integrity, establishes clear agreements, shows respect for the opinions of the client, supports the client in their decisions and respects the privacy of the coachee at all times. (client of the coach).
4. Being present in coaching
It is the ability to be fully aware and to create a spontaneous relationship with the client using a style Open, flexible and safe . The coach uses his intuition and trusts in his inner knowledge, is able to recognize that he does not know everything and shows confidence when dealing with strong emotions. The coach has the necessary self-control to guide the client without being overwhelmed.
5. Active listening
The coach knows how to focus completely on what the client says and does not understand, and understands the meaning of their words in context. This is one of the coach's competences that have to do with the communicative skills , since active listening pays more attention to what the client says, but also helps the coachee to express himself.
6. Question strongly
This is one of the competences of the most representative coach of his work, since he must perform powerful questions , that is, questions that reveal the information necessary to obtain the greatest benefit for the coachee. These types of questions make the coachee reflect, that is, they favor self-knowledge and self-reflection and help the client to commit to the action. In coaching, Socratic questions are used.
7. Direct communication
It is the ability to communicate effectively during coaching sessions and the ability to use language that is positive and efficient in the relationship with the coachee. The coach who dominates this type of competition performs a effective feedback It is clear and direct, clearly indicates the objectives of the coach-coachee relationship and uses appropriate and respectful language, fostering excellent rapport.
8. Create awareness
It is the ability to accurately integrate and evaluate different sources of information and to make interpretations that help the client to be aware and thus fulfill the agreed goals. The coach creates awareness in different ways, for example, proposing reflections in search of greater understanding on the part of the coachee or helping the coachee to identify limiting beliefs that do not allow you to grow.
9. Design actions
Ability to create continuous learning opportunities with the client during coaching and in work and life in general. This competition refers to the work of the coach what should provide the coachee with the knowledge of new actions that lead in the most effective way to the agreed results of the coaching. In this way, the coach helps the coachee to define new actions that allow him to demonstrate, deepen and acquire new learning. It also commits the client to explore new ideas and alternative situations, promoting opportunities for experiential learning.
10. Plan and establish goals and objectives
It is the ability to develop and maintain an effective coaching plan with the coachee. The coach consolidates the information collected and establishes a coaching plan to achieve the objectives. The objectives are achievable, measurable, specific and are achieved in a given time . The good coach has the ability to make adjustments to the planned and helps the client to access the resources necessary for the acquisition and fulfillment of goals.
11. Manage progress and responsibility
Within the competencies of the coach, is the ability to maintain attention on what is important to the client and to transfer the responsibility of the action to it. For it, the coach raises and asks the client for actions that direct him to the desired goal and planned, promotes the self-discipline of the coachee, gives efficient feedback and positively confronts the client when it does not comply with the agreed actions.
