There is much confusion about this question. Some coaches follow a very rigid structure. Others go with the flow and are very responsive to the energy. A book I read recently called “76 coaching models” included all sorts of things that were quite a long way from what a coaching session actually is.
So, let’s take some time to outline how to structure a coaching session.
Coaching session structure – a definition
To keep things straightforward here, we are referring to a standard 1:1 coaching session, probably in a room or on Zoom. We’ll put to one side the hybrid approaches, where coaching may be integrated into training, a creative endeavour, or even a 1:1 VIP Day. These all have their merits but may cloud the topic.
A standard coaching session has these elements: normally there has been some contracting in advance, either because the coach and coachee have worked together previously or because they are already engaged in a coaching programme; there is agreement that the session is coaching, and not mentoring, training or just a chat; normally the coachee has been given time in advance to think about what topic they want to bring; the flow of the session focuses on that topic; and there tend to be four distinct phases, although different models vary slightly.
How are coaching sessions structured?
Let’s take a standard structure. The models we use and teach on our programmes all have these elements.
Before the session, there is some contracting between coach and coachee, agreeing how you will work together, along with an opportunity for the coachee to reflect on the topic they want to bring.
The session itself moves through four stages.
The opening
The opening is about establishing the topic, understanding the outcome the coachee is seeking, exploring why they have brought this particular topic, and sometimes agreeing how coach and coachee will work together that day. Spending a good amount of time here means both parties will be clear on the direction the session needs to take.
Starting the exploration
Starting the exploration involves the coachee sharing information about the situation, understanding its impact on them, and exploring what comes up — further information, associated feelings. At this stage we are holding back from solution-focused questions. The more exploration happens, the more likely the coachee is to start seeing the situation in a new light.
Deepening the exploration
Deepening the exploration moves towards a new understanding and the possibility of change. This is where we raise the coachee’s awareness of how they can shift their thinking or actions. By the time we reach the end of this stage, the coachee should be clear and ready to commit to actions.
The closing
The closing helps the coachee name the actions they will take, whether those are doing actions or thinking actions, and to reflect on their insights and learnings from the session. As with the opening, a good amount of time is worth spending here — exploring obstacles to the actions, the benefits of taking them, and helping the coachee embed what they have learnt.
After the session, coach and coachee can agree what level of support and accountability the coach will offer, and a follow-up session to review actions and changes is always useful. This is something I dig into more in a blog post I wrote on whether coaches should give advice.
What about all the models out there?
The structures used on our coaching programme pretty well all follow this approach. Some focus more on feelings, others introduce elements of challenge and rigour. But the basics are in place.
If you look at publicly available structures such as GROW, FUEL, STRIDE or OSKAR, they are worth reviewing. Some follow the structure we outline quite closely, in which case they can work well. Others tend to do things that are less helpful: skimming through the exploring and self-awareness stage, introducing elements of advice or being directive, or insisting on specific questions to be used.
Using this structure
The four stages above are enough to start planning how your coaching sessions will be structured. There are further activities within our programme that will support you before you begin coaching, in particular reviewing the types of questions that can be used at each stage and following the outcome coaching structure.
Final thoughts
This provides a solid foundation for your coaching practice. It should give some relief that you don’t have to chase every model out there, and it will help you see that a solid structure actually provides a lot of freedom — freedom for the coach to relax and listen, and freedom for the coachee to talk, reflect and explore.
Want to build your confidence with coaching structures and questioning techniques? Explore our ILM Level 5 Certificate in Effective Coaching and Mentoring.
