How to be a good coach? The 11 competencies of the coach

Various associations have tried to define the skills of the coach that are necessary for the proper performance of his work. The term competence is very widespread in the work environment since it is a predictor of good performance in the job where you work.

Although the concept of competence is used in the occupational field, is also used in other spheres such as Personal Development and the education.

Coach competencies: what are they?

This article presents the 11 most widespread coach competencies, and for this the list of the International Coach Federation (ICF). These competencies have been established for different purposes: to provide a framework for good professional performance or to compare and improve a coaching training program.

• To learn more about the concept of competition, you can read our article: "How to face an interview based on skills: 4 keys to getting the job”.

How to be a good coach

After clarifying what the coach's competencies are, the skills, abilities and attitudes necessary for a good professional work are shown below:

1. Respect the ethical and deontological standards

This competence refers to the ability to understand ethics and professional standards of coaching, as well as adhere 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 code of ethics is specific and is an important aspect of coaching competencies, since that clearly communicates the differences between coaching, consulting, psychotherapy and other professions of support for.

2. Establish the coaching agreement

It is the ability to understand what is required in each specific coach-coachee interaction and to establish an agreement with the client about the coaching process and relationship. Therefore, the coache who dominates this competence, understands and effectively presents to the client the guidelines and the specific parameters of the coaching relationship (logistics, rates, calendar, third-party participation, etc.). He also reaches an agreement on what is and what is not appropriate in the relationship, on the service that the coach will offer and the method that he will use.

3. Establish trust and intimacy with the client

It is the ability to create an enabling environment that contribute to the development of mutual trust and respect. This competence is manifested because the coach shows genuine interest for the client, continuously demonstrates professional and personal integrity, establishes clear agreements, demonstrates respect for the opinions of the client, supports the client in his decisions and respects the privacy of the coachee (client of the coach).

4. Be present in the coaching

It is the ability to be fully aware and to create a spontaneous relationship with the client using a style open, flexible and secure. The coach uses his intuition and trusts his internal knowledge, is able to recognize that he does not know everything and shows confidence when he deals 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 he says and what the client does not say, and understands the meaning of his words in context. This is one of the coach's competencies that have to do with the communicative skills, since through active listening more attention is paid to what the client says, but it also helps the coachee to express themselves.

6. Question strongly

This is one of the coach's competencies that are most representative of his work, since he must perform powerful questions, that is, questions that reveal the information necessary to get the most benefit for the coachee. These types of questions make the coachee reflect, that is, they favor self-knowledge and self-reflection and they help the customer to commit to action. Socratic questions are used in coaching.

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, 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 integrate and accurately evaluate different sources of information and to make interpretations that help the client to be aware and thus meet the agreed goals. The coach creates awareness in different ways, for example, proposing reflections seeking greater understanding from 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 that he should facilitate the coachee the knowledge of new actions that lead in the most effective way to the agreed results of coaching. In this way, the coach helps the coachee to define new actions that allow them to demonstrate, deepen and acquire new learning. He also engages the client to explore new ideas and alternative situations, promoting opportunities for experiential learning.

10. Plan and set 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 achieved in a specified time. The good coach has the ability to make adjustments to what is planned and helps the client to access the necessary resources for the acquisition and fulfillment of goals.

11. Manage progress and accountability

Within the competencies of the coach, it is the ability to maintain attention on what is important to the client and to transfer responsibility for the action to the client. For it, the coach raises and asks the client for actions that direct him to the desired goal and planned, it promotes the coachee's self-discipline, gives efficient feedback and positively confronts the client when she does not comply with the agreed actions.