11 Coaching models, coaching tools and coaching styles for workplace development: a practical guide for 2026
Coaching is now a necessity and an expectation of employees in the modern workplace. But how to choose the right coaching approach? What models and styles exist and when to use them? This detailed guide outlines 11 of the most effective coaching approaches that are transforming workplace development.
What is coaching in the workplace?
Workplace coaching is a collaborative relationship between the coach and the employee (coachee). In coaching, employees set specific, measurable goals for themselves that are aligned with their work and organisational objectives.
Coaching is not teaching, not advice, not therapy. Coaching is a process that helps people to discover their own solutions and unlock their potential.
Why is coaching important?
Research shows that:
- 86% improves productivity, if the training is complemented by coaching
- 66% HR specialist that coaching improves individual performance
- 57% improves organisational performance
The benefits of coaching:
- Greater commitment: People feel valued
- Better performance: Targeted development and feedback
- Stronger leadership: Managers learn how to motivate their teams
- Stress management: Building resilience and resistance
- Open communication: Building trust and teamwork
- Continuous improvement: Seeking new challenges and opportunities
Coaching types by purpose
Before diving into specific models, it is important to understand what types of coaching exist:
1. Leadership Coaching
It is for business leaders who want to lead and inspire their teams to succeed. The focus is on achieving team goals, motivation, conflict management and delegation.
2. executive coaching
It helps senior managers and executives become more effective in their roles. It focuses on developing strategic thinking, decision-making, communication and interpersonal skills.
3. Team Coaching (Team Coaching)
Helping teams achieve their goals through collaboration, communication and problem solving. Team members identify common goals and develop strategies.
4. Sales coaching (Sales Coaching)
Develop salespeople's skills and achieve sales targets. It covers sales evaluation, planning and optimisation.
6 Coaching model: a practical framework for development
1. GROW model - Master of the funds
A GROW framework is the best known coaching model, especially ideal for beginners and for short-term goals.
GROW stands for:
- Goals (Goals): what do you want to achieve?
- Reality: what is the current situation?
- Options: what methods are there?
- Will (Will): what are you going to do?
Practical example: Situation: A marketing manager asks for help because he is not reaching his sales targets.
- Target: 10% to increase sales performance and team productivity
- Reality: 15% less sales in recent months, the team is not committed
- Options:
- Developing marketing strategies
- Delegation of administrative tasks
- Team building and support
- Introduction of an incentive scheme
- Acarat: Develop a concrete marketing plan with monthly evaluation and team development programmes
When to use: Clear objectives, concrete problems and a structured approach are needed.
2. OSKAR Model - Solution-focused coaching
The OSKAR model focuses on solving complex problems and achieving long-term goals. It is particularly effective with overworked or "stuck" staff.
The meaning of OSKAR:
- Outcome: what is the desired outcome?
- Scaling: How realistic is the target?
- Know-how and Resources: what is needed?
- Affirm and Action: what is an action plan?
- Review (Evaluation): How do we track progress?
Practical example: Situation: A worker is often absent, late or leaves early.
- Result: 100% Compliance with attendance policy, maximum 2 absences per quarter
- Scaling: Current situation rated on a scale of 1-10 (self-rating: 5/10)
- Knowledge and Resources: Time management techniques, flexible working hours, employee assistance programmes
- Confirmation and Action:
- Establishing and maintaining a working rhythm
- Discussing teleworking or flexible working hours
- Clear communication protocol in case of absences
- Evaluation: Monthly monitoring and adjustments as necessary
When to use: Complex problems, behaviour change, long-term goals.
3. CLEAR Model - Confidence Building Approach
A CLEAR model a process-oriented method that focuses on building trust and rapport between coach and coachee. A great choice for new coaches or reticent staff.
The meaning of CLEAR is:
- Contract (Treaty): what do we expect from each other?
- Listening (Silence): What is the real problem?
- Exploring: what are the underlying reasons?
- Action (Action): What will we do?
- Review (Evaluation): How are we doing?
Practical example: Situation: A software developer cannot meet deadlines and quality expectations.
- Treaty: Common agreement on the purpose and process of coaching, creating a safe environment
- Listening: Understanding the challenges of the developer without judgement by asking open questions
- Discovery: Identifying the reasons behind poor performance (time management, unclear priorities, expectations)
- Action:
- Clear allocation of tasks and deadlines
- Daily progress reports
- Providing the necessary tools and resources
- Evaluation: Regular consultations and necessary corrections
When to use: Lack of trust, new coaching relationship, sensitive issues.
4. FUEL Model - Performance-based coaching
A FUEL model focuses on behaviour change and performance improvement. It emphasises understanding the coachee's motivation, challenges and making a practical action plan.
The meaning of FUEL:
- Frame the Conversation: what is the goal?
- Understand the Current State: where are we now?
- Explore the Desired Goal: Where do we want to go?
- Lay Out the Plan: how do we get there?
Practical example: Situation: A new project manager is struggling to manage a complex project.
- Framing the conversation: Clarify roles and responsibilities, define coaching objectives
- Understanding the current situation: Mapping challenges (delegation, communication, managing expectations), acknowledging lack of experience and uncertainty
- Discovering the desired destination: Successful project completion, confident leadership, stakeholder satisfaction
- Developing a plan:
- Introduction of project management tools (Agile, Kanban)
- Effective communication with team and stakeholders
- Setting SMART targets and KPIs
- Weekly meetings and coaching sessions
When to use: Performance problems, new roles, complex projects.
5. Peer Coaching Model - Colleagues developing each other
A peer coaching a collaborative process where colleagues work together to reflect on their practices, set goals and support each other.
How it works:
- Role exchange: Alternating between the role of coach and coachee
- Mutual support: Sharing experiences and knowledge
- Safe environment: Honest feedback without fear
- Practical focus: Focus on real workplace challenges
Benefits:
- A cost-effective solution
- Natural trust between colleagues
- Relevant, practical advice
- Team building and strengthening cooperation
Implementation steps:
- Training: Coaching techniques, active listening, giving feedback
- Pair formation: Complementary skills and objectives
- Providing structure: Regular meetings, frameworks
- Support: HR mentoring and resources
- Evaluation: Efficiency measurement and improvement
When to use: Team building, cost-effective solutions, building a peer learning culture.
6. TGROW Model - Advanced Problem Solving
A TGROW is an extended version of the classic GROW model, with a greater emphasis on Topic definition.
The meaning of TGROW is:
- Topic (Topic): what is the specific question?
- Goal (Goal): What do you want to achieve?
- Reality: what is the current situation?
- Options: what choices do you have?
- Will (Willarat): what are you committing yourself to?
Difference from GROW: Defining the topic helps you to focus and avoid getting lost in complex situations.
When to use: Complex, multi-layered problems where it is important to define the focus.
5 Coaching style: how do we approach development?
1. Directive Coaching - Clear guidance
A directive coachingthe coach takes on an authoritative and educational role. It gives concrete guidance, solutions and instructions.
Benefits:
- Quick decision-making and clear direction
- Effective in urgent or critical situations
- Suitable for inexperienced persons
Disadvantages:
- Can inhibit independent thinking
- Can create an addiction to coach
- Limits the development of problem-solving skills
When to use: Crisis situations, inexperienced staff, quick action needed.
2. Non-directive/Facilitative Coaching - Supporting self-discovery
A facilitative coaching is based on open questions, active listening, and allows the coachee to explore his/her own ideas and solutions.
Benefits:
- Encourages self-discovery and independent problem solving
- Develops creative and critical thinking
- Building confidence and autonomy
Disadvantages:
- More time for reflection
- Not suitable for urgent situations
- Effectiveness depends on the coachee's ability to self-manage
When to use: Personality development, building problem-solving skills, finding creative solutions.
3. Autocratic Coaching - Decision-centred approach
The autocratic coachingthe coach decides for the coachee, with little cooperation. He gives clear instructions and expects compliance.
Benefits:
- The possibility of quick decision-making
- Effective when the coach has specific expertise
- Provides clear guidance
Disadvantages:
- Decreasing commitment and motivation
- Limits creativity and initiative
- It can teach you to be passive
When to use: A quick decision is required, coach has specific expertise in regulatory issues.
4. Democratic/Collaborative Coaching - Shared decision making
A democratic coaching involves joint decision-making and cooperation. The coach seeks and takes into account the coachee's opinion.
Benefits:
- Developing teamwork and cooperation
- Sense of ownership and commitment
- Taking different perspectives into account
Disadvantages:
- Time-consuming decision-making process
- Requires effective communication skills
- The coachee's opinion does not always match the organisational goals
When to use: Consensus building, teamwork development, coachee input is valuable for decision making.
5. Laissez-faire Coaching - Minimal intervention
This is the coaching style takes a "hands off" approach, where the coach gives minimal guidance, letting the coachee lead their own development.
Benefits:
- Empowering highly self-directed coachees
- Independent decision-making and initiative
- Developing responsibility and accountability
Disadvantages:
- Lack of structure or direction
- Reduced commitment or lack of progress
- Not suitable for people who need more guidance
When to use: Experienced, self-motivated professionals with a high level of self-management.
How to choose the right model and style?
1. Assess the needs of the coachee
- Experience level: beginner vs. experienced
- Motivation level: High vs. low self-management
- Type of problem: Simple vs. complex
- Time frame: Urgent vs. long-term
2. Consider the organisational context
- Corporate culture: Hierarchical vs. collaborative
- Business goals: Performance vs. development focus
- Resources: Time, budget, coach experience
3. Apply the situational coaching principle
There is no "one size fits all" solution. The best coaches are flexible to switch between different models and styles according to the needs of the situation.
Practical tip: Start with the GROW model (simple, structured), then switch to CLEAR (confidence building) or FUEL (performance focus) as needed.
Successful implementation in the organisation
1. Building a coaching culture
- Leading by example: Managers apply coaching approach
- Providing training: coach skills development
- Availability of resources: Tools, platforms, external coaches
- Recognition and rewards: Evaluation of coaching results
2. Measurement and monitoring
- Definition of KPIs: What we measure (performance, satisfaction, engagement)
- Regular evaluation: Measuring the effectiveness of coaching
- Collecting feedback: Experiences of coaches and coachees
- Continuous improvement: Lessons learned based on amendments
3. Technology support
- Digital platforms: Online coaching tools
- Mobile applications: Microcoaching and follow-up
- AI-based insights: Progress tracking and personalisation
- Virtual coaching: Hybrid solutions
Summary: The future of coaching in the workplace
In 2025, coaching is not an optional extra, but a core competence for leadership and development. Knowledge of different models and styles allows for personalised, effective development.
Key success factors:
- Flexibility: Using different models and styles
- Personalisation: Taking account of individual needs
- Continuity: Developing a regular coaching culture
- Scalability: Objective results and monitoring progress
- Technology support: Integration of modern tools
Coaching is not an end, but a means. It aims to unlock the potential of people and organisations, to create a culture of continuous learning and development.
The leaders of the future don't give orders - they coach their teams to grow.
Which coaching model or style best suits your organisation? The journey to an effective coaching culture starts now.
