Behavioral-Based Coaching Model

-Definition-  "A structured, process-driven relationship between a certified professional (for example a Certified Master Coach by the Behavioral Coaching Institute -an acknowledged international authority in the field) and an individual or team which includes; assessment and using coaching models, tools and techniques (that have scientific reliability and validity) to assist them to develop competencies and remove blocks to achieve valuable and sustainable changes in their professional and personal life." 
-'Behavioral Coaching'. -McGraw-Hill Education

"The behavioral coaching model, pioneered over the last decade by the Behavioral Coaching Institute, integrates the most advanced research on adult development and human systems theory into an elegantly simple and highly effective validated coaching process taught to their select students." 
-ICAA -Center for International Education -Report

 Behavior = A person's actions (what people do or say).

 Coaching at Work = By positively changing an individual's behavior the organization as a whole will benefit as the individual increases his or her effectiveness.

- Today learning refers to any change in behavior. Organizational Behavior (first seen as actions) is the sum of professional skills affected by personal skills and behavioral aspects such as; beliefs, values, attitudes, motivation, thoughts, and unconscious drives. Coaching is now recognized as the critical platform for successful organizational change and learning initiatives.

Recent studies have revealed the greatest challenge to any organization is to change people's behavior. Of recent years there has been a growing demand from coaches and their clients for a coaching model based on scientifically validated methodologies.

Behavioral coaching was first employed in sports, work safety, the military, health and education. Behavioral-based coaching integrates research from many disciplines. It incorporates knowledge from psychology (behavioral, clinical, social, developmental, industrial and organizational), systems theories, philosophy, education and the management and leadership fields.

Too many change and/or learning interventions fail to stand the test of time and the physical and psychological pressures of 'the real world'. To change/learn, people need to embed new insights into deeper, often automatic, thinking processes. This requires them to attend to how they think as well as what they think. To change, people need to turn thought into action. Without clear practical steps for doing this, and practice, old habits soon reassert themselves. Learning will only last if the underlying emotional commitment is there - 'do I really want to change?' As people engage with new learning we need to ask them to listen to their emotions and look at their attitudes, beliefs and values.

All coaches do not have to be psychologists and nor are most psychologists suitable to become coaches. However, coaching is change and change is a psychological process. A successful, professional coach has to understand, be confident and competent in the psychological aspects of coaching and a master in the use of a range of behavioral change techniques. To do so requires personalized training and supervision by an appropriately trained clinician and experienced practitioner in the use and mastery of psychological-based tools that bring about genuine, lasting, measurable results. Business clients understand the language of figures and the bottom-line and will accept nothing less than statistical proof of change and new learning as well as anecdotal evidence.

The Behavioral Coaching Institute (an internationally recognized educator in the behavioral sciences) teaches the applied and practical science of human performance enhancement, learning and change (Coaching at Work).  

The Institute's course participants are trained in the use of behavioral science-practitioner models that are being easily and successfully applied in executive, business and personal coaching practices. This unique, accelerated learning program provides qualified students with a solid working application in the use of fundamental and advanced applied coaching skills and business practice. 

 

Nothing Changes Unless Behavior Changes:
 - Some differences between Behavioral Coaching and "traditional coaching":

All people and systems are dynamic -changing throughout time.

For people to grow they have to do different things, change certain habits and that means a change in their behavior. Without that nothing changes.

Growth is a type of change and a lifelong personal (micro) and organizational (macro) process. Growth occurs by adding new content and organizing old content. Whatever the driving force, when companies are attempting to grow and develop and keep pace with a changing marketplace, any successful outcome requires an ongoing process that alters the way people interact with the market, perform their jobs and relate to each other. Organizations must also ensure that individual and organizational behavior are aligned with business strategy. These specific behavioral requirements are the capabilities and skill sets required to achieve individual positional and overall corporate success.

Behavioral coaching goes well beyond the "accountability" model, which basically involves goals setting, action planning and relying on coachees' commitment and motivation to move forward. Instead, it employs validated behavioral change techniques to insure that goals are achieved and changes sustained. These include strategies to assess and manage thoughts, feelings and behaviors.

 

Behavioral Coaching clearly differs from outdated, deficit-based models of coaching, that situate coaching in a performance counselling paradigm. It is not a manipulative technique to increase performance and productivity.

 

Traditional coaching models typically focus on extrinsic motivational factors, such as demands of the workplace and performance rewards. Behavioral coaching explores the individual's values and works on the premise that real motivation and change are situated in the individual's intrinsic motivation.

 

Traditional coaching models pay little attention to unconscious forces within the individual and the organization. Behavioral coaching highlights the importance of unconscious elements and offers guidelines for coaches to explore and work with resistance and psychological defense mechanisms.

 

Unlike many traditional coaching models, behavioral coaching does not explain an individual's behavior purely in relation to her or his personality profile. Instead, it recognizes and assesses environmental factors such as culture, values and organizational and team dynamics. Behavioral coaching acknowledges that organizations are socially constructed and it provides guidelines for coaches to explore culture and to recognize and manage forces of resistance. 

Summary:  
. -The Behavioral Coaching Model is a basic, validated platform of practice informed by the behavioral sciences as regards the laws of change and learning and incorporates best practices from a range of disciplines. The seven step process (client education, data collection, planning, behavioral change, measurement, evaluation and maintenance), the four different stages of change in the coaching process and the five forms of coaching (coaching education, skills coaching, rehearsal coaching, performance coaching and self-coaching) form the basis of the model. This flexible, easily learnt model is then tailored by the coach to fit the specific needs of the coachee. 

This Course's invaluable Coaching Toolkit contains free coaching forms, reports, assessment instruments (see below) and other coaching materials and tools, models and templates which the graduate can rebrand and personalize.  The cost of the instruments alone would be at least $3000 in total. These invaluable workplace tools are now included, at no extra cost, in the course. Graduates are also encouraged to further develop and customize their own coaching toolkit of various best practice structures for contracting, legal guidelines, coaching aids, designing agreements, and referencing professional ethics and industry standards.

Some contents include:.

• Coaching practice worksheets, checklists, forms
• Developing an evaluation (ROI) architecture that includes business goals, initiative objectives, and evaluation objectives
• Coaching Best Practices
• The mechanics of coaching
• Various Processing Tools
• Validated Coaching Techniques and styles
• Dialoguing Tools
• Practical exercises such as: -The trade secrets on how to overcome resistance and achieve sustained behavioral change and, Unblocking a coachee's self-limitations, fixed thinking and distortion patterns
• Case histories and remedies
• Resource Listings
• and lots more