Coaching with a Solutions Focus
Coaching with a Solutions Focus
Based on an originally therapy-based application devised by Steve de Shazer and Insoo Kim Berg, Solutions Focused (SF) Coaching:
* Sees problems as creating the path to the solution. There is no need to analyse the problem and investigate causes, just focus on the solution. In other words, a problem can be solved without its cause being known.
* Focuses on possible solutions that are hidden inside the problems.
* Involves asking useful questions to solve the problem rather than offering predetermined solutions.
* Moves to ‘free’ the coachee from negative thought systems and beliefs towards the more positive.
* Achieves a more rapid generation of solutions and therefore success
* Provides the coachee with the tools (as described in the next section) necessary to adopt solutions-focused thinking to problem solving. Thereby, the coachee eventually takes ownership of reaching the solution and can adopt this same approach for future problem solving events.
In his book ‘Keys to Solution in Brief Therapy’ 1, Steve de Shazer describes a ‘solutions focus’ with the following metaphor:
“The complaints that clients (coachees) bring to (the coach) are like locks in doors that open onto a more satisfactory life. The clients have tried everything they think is reasonable, right and good and what they have done was based on their true reality, but the door is still locked, therefore they think their situation is beyond solution. Frequently, this leads to greater and greater efforts to find out why the lock is the way it is or why it does not open. However, it seems clear that solutions are arrived at through keys rather than through locks; and skeleton keys (of various sorts) work in many different kinds of locks. An intervention only need to fit in such a way that the solution evolves. It does not need to match the complexity of the lock. Just because the complaint is complicated does not mean that the solution needs to be as complicated.”
The ‘Tools’ of Solutions Focused Coaching
There are a number of ‘tools’ which can be used in solutions focused coaching. These are not ‘physical tools’ such as 360 feedback or other survey instruments often used in executive, team and other workplace coaching, but SF ‘tools’ are more techniques that can be used systematically to help reach the solution:
Platform and Goal Setting
It is essential to establish the ‘platform’ or starting point so that the difference between it and the ‘future perfect’ (described next) can be defined and, once achieved, recognised. From the platform, goals can be set which then become milestones for monitoring progress towards the achievement of the desired outcome. Clarity about their goals helps people create practical solutions.
Future Perfect
There are different terms, which can refer to the ‘future perfect’ such as the Magic Future, Ideal Final Result, Documentary of Success or just the Miracle. ‘Future Perfect’ is a tool used to help the coachee describe what would the situation be like if the problem went away overnight.
In prefacing the ‘Miracle Question’, the coach asks the coachee to pretend that, when arriving at work one morning, the problem has been solved due to an overnight ‘miracle’. The coachee is asked to describe what is now different at work because of this miraculous occurrence. When de Shazer introduced this concept, he discussed it in terms of the ‘crystal ball’ technique. It is used to project the coachee into a future that is successful. De Shazer contends that by simply having the coachee view his or her future in a ‘crystal ball’, this can be enough to pre-empt different behaviour thereby leading to a solution.
The rationale behind the ‘miracle’ question is not just to describe the solution but also to help the coachee articulate how it can be recognised. Therefore, when the solution is realised, the coachee will be in a position to accept that it has actually occurred.
Exceptions, Counters and Keys
Once the ‘future perfect’ has been described, the coachee may observe ‘exceptions’ or ‘counters’. An exception may occur when an aspect of the ‘future perfect’ or something even starting to resemble it, has happened. In other words, an exception is a time when the problem does not happen, happens less or is less severe. Within these exceptions or counters, the door to the solution may start to open.
An application of the term, ‘the exception proves the rule’ is useful to help explain this concept. For example, a manager may have constant difficulty facilitating staff meetings. During a coaching session, an ‘exception’ is revealed when the meeting was well run. The coachee then identifies what made the meeting successful on this occasion and uses this as a basis for conducting future meetings. The coach’s questions enable the manager to see the exception to the rule and adopt this approach in facilitating future staff meetings.
Following from ‘counters’ the coach helps the coachee find the ‘keys’ to the solution. Through a systematic approach using the various SF tools, the coachee begins to identify or describe how or when even part of the solution has occurred.
Scaling
Scaling can be used to help the coachee quantify how close we are to the ‘future perfect’ or the ‘miracle'. For example, on a scale from 0 to 10 where 10 means ‘future perfect’ and 0 means ‘we are nowhere’, the coachee is asked to rate where we are now. If the coachee responds, ‘we are now only at 2’2, the coach turns this to a positive and by asking ‘what has already happened that has made it a ‘2’ and not a ‘1’ or ‘0’? The focus on the discussion is then on what needs to be done to ‘go up the scale’, even if only in marginal increments.
Compliments and Affirming
Giving compliments and affirming provide the coachee with positive reinforcement to accelerate reaching the solution. Complimenting or providing positive affirmation is a change in mindset for many people at work who are used to receiving only critical or negative feedback. According to de Shazer, the purpose of the compliment is to produce a ‘yes set’ that helps the coachee into a frame of mind to accept something new.
This approach also enhances the quality of the rapport and interaction between the coach and coachee. Put simply, ‘the action is in the interaction’.
Small actions
As mentioned under ‘scaling’, it is acceptable to progress even in marginal increments, as small steps will eventually lead to significant differences. A small positive change now can create a ‘snowball effect’ in which one breakthrough leads to another.
What are the Components of a Typical Solutions Focused Coaching Intervention?
Co-operative Relationship
An important starting point in an SF coaching intervention (or any other coaching activity) is to establish trust and understanding between the coach and coachee. Sometimes referred to as ‘socialising’, a positive working relationship not only allows any mistakes to be forgiven but also accelerates progress towards the ‘future perfect’.
Recognising solvable and unsolvable problems
With solutions focused coaching, it is essential to keep the intervention ‘on track’ by focusing on solvable issues only. This is achieved when the coachee can define a solution. Without being able to do so, the problem remains ‘unsolvable’. The problem is considered unsolvable if it is expressed:
* in a vague or unclear manner
* in terms of what the coachee does not want to see happen or
* in a way where you cannot tell whether or not it has been solved
The problem is also considered ‘unsolvable’ if the coachee does not want to do anything differently but is only seeking an action or change from someone else.
Encouraging solution talk
Solutions focused coaching discourages ‘problem talk’ and replaces it with ‘solution talk’ or ‘problem-free talk’. People are more naturally oriented towards ‘problem talk’ because they have a greater comfort level when dealing with the past where they can analyse a problem and examine its causes and effects.
‘Solution talk’ is more about exploring issues that are focused on the desired outcome. This does involve a change in the frame of reference and the coachee is encouraged to talk, in specific concrete terms, about the preferred ‘future perfect’. When the coachee starts talking about the solution and relates issues such as intentions and resources, this is positively encouraged, even if it is just a small step forward.
Resources
There are a wide range of resources which coachees have at their disposal to help them achieve the solution, many of which may even be long forgotten by the coachee. There are both concrete and intangible resources. Examples of each include:
* Concrete – communication skills, conflict or crisis management, business insights, time and finances
* Intangible – effort, the will to succeed, company loyalty and colleagueship.
Less obvious but no less valuable resources can be experience gained from having to downsize a business, addressing staff morale issues or losing a major client. Even talents such as home renovating, coaching a children’s soccer team or caring for an elderly relative are resource talents which can be harnessed to help reach a solution.
Agreeing the next steps
Towards the end of an SF coaching session, it is important to summarise and agree the next steps. These are more likely to be small, incremental steps in the right direction rather than aimed at achieving the desired outcome immediately. Often, the steps are agreed on an experimental basis and, if they are more effective than anticipated, they become a bonus. Smaller steps help develop a momentum which, through tools such as keys, compliments and scaling, should help accelerate reaching ‘future perfect’.
Evaluating
As is good general coaching practice, an integral component of SF coaching is the feedback loop to evaluate the effectiveness of the coaching intervention. A discussion takes place on how successfully the solution has been implemented and, as a result, whether the desired outcome been achieved. Evaluation helps the coachee move forward by reinforcing positive actions and behaviours and can be of value when future problem solving opportunities arise.
Conclusion
The three main tenets of solutions focused coaching are:
* People need to be willing to change or do something differently. If they do not wish to do so, there is no point in forcing them to participate in a coaching program, especially one that involves solutions focusing
* It is important to do more of what is working – whether this discovery occurs spontaneously or accidentally or even part of it, this behaviour needs to be strengthened
* It is important to stop doing what is not working and, instead, trying something different.
The above suggest that solutions focused coaching is simple and this is true in terms of philosophy, language and directness. However, simple does not mean easy and it is important to apply the techniques in a highly professional, sensitive and systematic manner in order to achieve desired outcomes. With a focus on goals, solutions and the application of personal strengths and experiences (‘resources’), solutions-focused coaching has ideal applications for people at work.
1. 1985, W.W. Norton & Company, Inc, New York, pages xv-xvi.
2. Being a subjective scale, it is does not matter how the coachee responds
Coaching with a Solutions Focus - To learn more about this author, visit Kylie Hammond's Website.
Like this article? Share it with your friends
The Philosophy of Solutions Focused Coaching
Based on an originally therapy-based application devised by Steve de Shazer and Insoo Kim Berg, Solutions Focused (SF) Coaching:
* Sees problems as creating the path to the solution. There is no need to analyse the problem and investigate causes, just focus on the solution. In other words, a problem can be solved without its cause being known.
* Focuses on possible solutions that are hidden inside the problems.
* Involves asking useful questions to solve the problem rather than offering predetermined solutions.
* Moves to ‘free’ the coachee from negative thought systems and beliefs towards the more positive.
* Achieves a more rapid generation of solutions and therefore success
* Provides the coachee with the tools (as described in the next section) necessary to adopt solutions-focused thinking to problem solving. Thereby, the coachee eventually takes ownership of reaching the solution and can adopt this same approach for future problem solving events.
In his book ‘Keys to Solution in Brief Therapy’ 1, Steve de Shazer describes a ‘solutions focus’ with the following metaphor:
“The complaints that clients (coachees) bring to (the coach) are like locks in doors that open onto a more satisfactory life. The clients have tried everything they think is reasonable, right and good and what they have done was based on their true reality, but the door is still locked, therefore they think their situation is beyond solution. Frequently, this leads to greater and greater efforts to find out why the lock is the way it is or why it does not open. However, it seems clear that solutions are arrived at through keys rather than through locks; and skeleton keys (of various sorts) work in many different kinds of locks. An intervention only need to fit in such a way that the solution evolves. It does not need to match the complexity of the lock. Just because the complaint is complicated does not mean that the solution needs to be as complicated.”
The ‘Tools’ of Solutions Focused Coaching
There are a number of ‘tools’ which can be used in solutions focused coaching. These are not ‘physical tools’ such as 360 feedback or other survey instruments often used in executive, team and other workplace coaching, but SF ‘tools’ are more techniques that can be used systematically to help reach the solution:
Platform and Goal Setting
It is essential to establish the ‘platform’ or starting point so that the difference between it and the ‘future perfect’ (described next) can be defined and, once achieved, recognised. From the platform, goals can be set which then become milestones for monitoring progress towards the achievement of the desired outcome. Clarity about their goals helps people create practical solutions.
Future Perfect
There are different terms, which can refer to the ‘future perfect’ such as the Magic Future, Ideal Final Result, Documentary of Success or just the Miracle. ‘Future Perfect’ is a tool used to help the coachee describe what would the situation be like if the problem went away overnight.
In prefacing the ‘Miracle Question’, the coach asks the coachee to pretend that, when arriving at work one morning, the problem has been solved due to an overnight ‘miracle’. The coachee is asked to describe what is now different at work because of this miraculous occurrence. When de Shazer introduced this concept, he discussed it in terms of the ‘crystal ball’ technique. It is used to project the coachee into a future that is successful. De Shazer contends that by simply having the coachee view his or her future in a ‘crystal ball’, this can be enough to pre-empt different behaviour thereby leading to a solution.
The rationale behind the ‘miracle’ question is not just to describe the solution but also to help the coachee articulate how it can be recognised. Therefore, when the solution is realised, the coachee will be in a position to accept that it has actually occurred.
Exceptions, Counters and Keys
Once the ‘future perfect’ has been described, the coachee may observe ‘exceptions’ or ‘counters’. An exception may occur when an aspect of the ‘future perfect’ or something even starting to resemble it, has happened. In other words, an exception is a time when the problem does not happen, happens less or is less severe. Within these exceptions or counters, the door to the solution may start to open.
An application of the term, ‘the exception proves the rule’ is useful to help explain this concept. For example, a manager may have constant difficulty facilitating staff meetings. During a coaching session, an ‘exception’ is revealed when the meeting was well run. The coachee then identifies what made the meeting successful on this occasion and uses this as a basis for conducting future meetings. The coach’s questions enable the manager to see the exception to the rule and adopt this approach in facilitating future staff meetings.
Following from ‘counters’ the coach helps the coachee find the ‘keys’ to the solution. Through a systematic approach using the various SF tools, the coachee begins to identify or describe how or when even part of the solution has occurred.
Scaling
Scaling can be used to help the coachee quantify how close we are to the ‘future perfect’ or the ‘miracle'. For example, on a scale from 0 to 10 where 10 means ‘future perfect’ and 0 means ‘we are nowhere’, the coachee is asked to rate where we are now. If the coachee responds, ‘we are now only at 2’2, the coach turns this to a positive and by asking ‘what has already happened that has made it a ‘2’ and not a ‘1’ or ‘0’? The focus on the discussion is then on what needs to be done to ‘go up the scale’, even if only in marginal increments.
Compliments and Affirming
Giving compliments and affirming provide the coachee with positive reinforcement to accelerate reaching the solution. Complimenting or providing positive affirmation is a change in mindset for many people at work who are used to receiving only critical or negative feedback. According to de Shazer, the purpose of the compliment is to produce a ‘yes set’ that helps the coachee into a frame of mind to accept something new.
This approach also enhances the quality of the rapport and interaction between the coach and coachee. Put simply, ‘the action is in the interaction’.
Small actions
As mentioned under ‘scaling’, it is acceptable to progress even in marginal increments, as small steps will eventually lead to significant differences. A small positive change now can create a ‘snowball effect’ in which one breakthrough leads to another.
What are the Components of a Typical Solutions Focused Coaching Intervention?
Co-operative Relationship
An important starting point in an SF coaching intervention (or any other coaching activity) is to establish trust and understanding between the coach and coachee. Sometimes referred to as ‘socialising’, a positive working relationship not only allows any mistakes to be forgiven but also accelerates progress towards the ‘future perfect’.
Recognising solvable and unsolvable problems
With solutions focused coaching, it is essential to keep the intervention ‘on track’ by focusing on solvable issues only. This is achieved when the coachee can define a solution. Without being able to do so, the problem remains ‘unsolvable’. The problem is considered unsolvable if it is expressed:
* in a vague or unclear manner
* in terms of what the coachee does not want to see happen or
* in a way where you cannot tell whether or not it has been solved
The problem is also considered ‘unsolvable’ if the coachee does not want to do anything differently but is only seeking an action or change from someone else.
Encouraging solution talk
Solutions focused coaching discourages ‘problem talk’ and replaces it with ‘solution talk’ or ‘problem-free talk’. People are more naturally oriented towards ‘problem talk’ because they have a greater comfort level when dealing with the past where they can analyse a problem and examine its causes and effects.
‘Solution talk’ is more about exploring issues that are focused on the desired outcome. This does involve a change in the frame of reference and the coachee is encouraged to talk, in specific concrete terms, about the preferred ‘future perfect’. When the coachee starts talking about the solution and relates issues such as intentions and resources, this is positively encouraged, even if it is just a small step forward.
Resources
There are a wide range of resources which coachees have at their disposal to help them achieve the solution, many of which may even be long forgotten by the coachee. There are both concrete and intangible resources. Examples of each include:
* Concrete – communication skills, conflict or crisis management, business insights, time and finances
* Intangible – effort, the will to succeed, company loyalty and colleagueship.
Less obvious but no less valuable resources can be experience gained from having to downsize a business, addressing staff morale issues or losing a major client. Even talents such as home renovating, coaching a children’s soccer team or caring for an elderly relative are resource talents which can be harnessed to help reach a solution.
Agreeing the next steps
Towards the end of an SF coaching session, it is important to summarise and agree the next steps. These are more likely to be small, incremental steps in the right direction rather than aimed at achieving the desired outcome immediately. Often, the steps are agreed on an experimental basis and, if they are more effective than anticipated, they become a bonus. Smaller steps help develop a momentum which, through tools such as keys, compliments and scaling, should help accelerate reaching ‘future perfect’.
Evaluating
As is good general coaching practice, an integral component of SF coaching is the feedback loop to evaluate the effectiveness of the coaching intervention. A discussion takes place on how successfully the solution has been implemented and, as a result, whether the desired outcome been achieved. Evaluation helps the coachee move forward by reinforcing positive actions and behaviours and can be of value when future problem solving opportunities arise.
Conclusion
The three main tenets of solutions focused coaching are:
* People need to be willing to change or do something differently. If they do not wish to do so, there is no point in forcing them to participate in a coaching program, especially one that involves solutions focusing
* It is important to do more of what is working – whether this discovery occurs spontaneously or accidentally or even part of it, this behaviour needs to be strengthened
* It is important to stop doing what is not working and, instead, trying something different.
The above suggest that solutions focused coaching is simple and this is true in terms of philosophy, language and directness. However, simple does not mean easy and it is important to apply the techniques in a highly professional, sensitive and systematic manner in order to achieve desired outcomes. With a focus on goals, solutions and the application of personal strengths and experiences (‘resources’), solutions-focused coaching has ideal applications for people at work.
1. 1985, W.W. Norton & Company, Inc, New York, pages xv-xvi.
2. Being a subjective scale, it is does not matter how the coachee responds
Coaching with a Solutions Focus - To learn more about this author, visit Kylie Hammond's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
|||
Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
|||
Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
|||
Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
|||
John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
|||
David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Kylie's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
 |
||
 |
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Recession Proof Relational Software Manage, Click, Learn. 2009 9 Questions From New Marketers Networking Difference In A Decade |
|
 | ||
 |
Top 50 Productivity Blogs
Top Blogs To Watch In 2008 | |
 |
Top 50 SEO Posts - 2007
Top SEO Posts of the Year | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
| ||||||||||||
| ||||||||||||
|
|
||||||||||||