Our Coaching Model

BeamPines Coaching Model

We have refined our coaching model for the past 30 years.  Many coaches and organizations currently use a similar model with some variations.  Our intent is to map out an effective overall structure and leave the more specific level of activity up to the coach and client to articulate through their work together.

Phase I:  Establishing Foundation

  • Meet individually with the coachee, HR Manager, and Supervisor to clarify coaching objectives and measurements for successful goal attainment.
  • Mutually agree to the right “fit” between coach and coachee.
  • Clarify roles, responsibilities for all stakeholders and establish deliverables and timeline.


  • Alignment of overall goals
  • Clarity of roles
  • Accountability

Phase II:  Assessment

  • Conduct an assessment using a combination of approaches (e.g., in-depth interviews of the client and/or colleagues, a battery of psychological and leadership style inventories, 360° assessment, a review of performance appraisals or other previous evaluations).
  • Develop an objective picture of strengths and limitations impacting the client’s leadership/management performance.
  • Prepare and present a report outlining strengths and developmental needs and providing suggestions as to a broader range of behaviors, skills and techniques for meeting objectives.


  • Identify strengths and development needs
  • Increase awareness for development
  • Provide data-based performance feedback

Phase III:  Strategic Planning

  • Assist the client in formulating a Strategic Action Plan to guide their development, including an outline of realistic development objectives, strategies for accomplishment, tactics/initial actions and measures of progress. Typical areas of focus include:
    • Leadership
    • Win/Win negotiating
    •  Communication
    • Relationship-building
    • Coaching/developing
    • Planning and organizing
    • Stress management
    • Fostering emotional competence
  • Facilitate a three-way meeting between the client, his/her superior and/or Human Resources (if appropriate) to discuss the Action Plan and gain agreement.
  • Revise the Action Plan based on additional feedback and insight gained from the three-way meeting.


  • Create pragmatic development plans designed with company goals
  • Promote developmentally focused dialogues
  • Launch supportive, internal relationships for ongoing feedback and development
  • Ensure practical and attainable development initiatives

Phase IV:  Ongoing Coaching

  • Structure: Meet with the client one-on-one to develop the knowledge, skills and behaviors outlined in the Action Plan. Where appropriate, observe him/her at particular meetings and in specific situations.  In addition, be available by phone and email throughout the coaching to discuss issues and opportunities as they emerge.
  • Skill and Technique Development: Employ a variety of modalities to facilitate skill development including exercises, role-playing, videotaping and reading/self-study. Discussions help the client prepare for and tackle current situations/challenges, applying principles discussed and practicing techniques with the opportunity for immediate feedback.
  • Review Meetings: At appropriate intervals, coordinate follow-up meetings with the client’s superior and/or Human Resources to review progress and make adjustments in the Action Plan and focus of coaching.


  • Align intent with action; translate insight/intellectual understanding of developmental opportunities into behaviour
  • Fine-tune leadership style; build on and engrain productive habits
  • Foster self-reflection and well-planned and thoughtful execution
  • Keep candidates on track and moving forward

Phase V:  Sustainability

  • Work with coachee to develop/practice reflective learning skills to develop a greater sense of self-efficacy and personal accountability.
  • Meet with coachee, HR Manager, and Superior to discuss coaching engagement, review progress and agree to potential milestones, expectations for future growth.
  • Encourage coachee to mentor a colleague within the organization by applying lessons learned from the coaching engagement.
  • Set date six-months out for coach and coachee to discuss progress via phone.


  • Better sense of ROI for coachee and the organization
  • Increased accountability


What Our Clients Say

Read what customers are saying.

BeamPines has helped our organization immensely and in multiple ways including succession planning and employee development.

John Votto, Executive Liaison & Retired CEO