Research suggests that setting clear goals is a major aspect of the efficacy of a coaching partnership. This is because the process of setting goals directs our attention thus enabling the potential to shift mindsets and behaviors (Rogers, 2016). Without goals, the coaching conversation might find itself going in circles, aimless. However, the idea of goal setting feels rigid, tactical and transactional. It focuses on what do I want to accomplish in the future. This feels in direct opposition to a coaching relationship, which is about enabling change. Instead of goal setting, the notion of intention has always resonated with me more, as it feels transformational; what do I want to gain at this moment”? It sounds the same but it feels different.
So how do I negotiate the concrete research and my feelings? In my own coaching, it is about bringing the explicit, concrete nature of the goal-setting process and melding it with the transformational aspects of intentions. Real change is not about checking the box, but checking a box can be the first step towards change. So how does this methodology work in practice?
Goal setting should focus on building strengths (Rogers, 2016). Taking an asset-based approach feels counterintuitive to the coaching process - I am here to “fix my weakness”. But coaching is less about fixing and more about envisioning our ideal selves and creating paths towards that idea.
Hold long term goals loosely, adapt your goals often and get clear on goals for each session. As clients write future-focused goals at the beginning of a coaching partnership, the partnership balances that future vision with our feelings, thoughts and behaviors in the present. This means coaching, at times, is about finding what goals to set - not always about the accomplishment of the goal itself. This process increases awareness, understanding, authentic generative change - instead of blind goal accomplishment. Seeing goals adapt over time can be a metric of your own transformation.
Develop coping strategies for unavoidable challenges (Rogers, 2016).
Focusing and balancing learning goals (developing mastery and capacity to deal with dilemmas as they arise) versus performance goals (task achievement) (Rogers, 2016). Based on the research, learning goals tend to enable performance, while performance goals hinder development. In my experience, a strategic blend of both usually results in the best outcomes.
Balance macro goals with micro goals to enable working one block at a time (Rogers, 2016).
The client's job is to set the goal while the coach's job is to set a process framework for the session for goal enablement (Rogers, 2016). As a coach, I don’t have the answers but I will test your thinking patterns and support your learning.
Goals should not focus on the negative “I want to stop getting frustrated” and instead focus on what you want to do; “I want to actively, respectfully respond under ___ circumstances”. Using the phrase “how to” is a best practice (Rogers, 2016).
Utilizing the best practices above will generate both active changes to the here and now that improve short-term performance while aiding in the long-term discovery of the client's full potential as they move through the different facets of life.
Resources:
Rogers, Jenny (2016, first published in 2004). Coaching Skills: A Handbook (4th ed.) Berkshire, England: Open University Press, McGraw-Hill.
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