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James Flaherty’s methods of coaching are all apparently extremely effective in real life while being professionally researched and analyzed in theory, and while all of them seem to be great in that sense the most preferable in my opinion (simply based on the reading of course) is the second model: the domains of competence (Barr, 2009; Flaherty, 1998).
The domains of competence model’s basic premise is that in order to make any real achievement, one should maintain a certain level of competence in each of three areas or domains. This can be represented by a pyramid. At the bottom of the pyramid is the foundational position, which is self-management. Self-management as foundation means that, as coaches, people must follow through with what they say they will do, i.e, not being late, being fully knowledgeable in all areas where expertise or knowledge is claimed, professional atmosphere and presentation, no conflicts of interest or other personal issues, etc. The basic qualities and skills of self-management according to Flaherty are passion, trust, integrity, daring, and vision, while the skills are self-knowledge, self-consistency, self-observation, self-management, and other related “self” skills (Barr, 2009; Flaherty, 1998).
The middle portion of the pyramid model in the domain of competence model is represented by relationships with others. This refers to people’s capacity to grow and progress in our interpersonal relationships to develop mutually satisfying ones. The basic essence, according to Flaherty, of successful relationships is appreciation and a sense of openness. Also according to Flaherty, the basic skills and qualities of relationships with others are empathy, optimism, faith, openness, reliability, the ability to listen to genuine concerns and in team situations, speaking of inspiration and potential, setting standards for others in the development of goals, innovation, and learning (Barr, 2009; Flaherty, 1998).
The third and uppermost layer of the pyramid is represented with facts and events, which refers to our capacity to comprehend processes and mechanisms, systems, models, and statistics. According to Flaherty the skills and qualities in this area are objectivity, persistence, focus, creativity, rigor, analyzing factors and sources, and predicting long and short-term effects and outcomes (Barr, 2009; Flaherty, 1998).
This model was chosen for two reasons, as a process of elimination because I did not think the other two models were well-rounded enough, and because it seems to most accurately address all areas. The pyramid model, though perhaps a bit overly symbolic to the point where following the idea too closely can result in incorrect analogies, seems to best represent the basic importance of all the ideas which in themselves are highly important. I prefer this model essentially because it is the most relevant way to consider the most relevant ideas in what I perceive to be quality coaching (Barr, 2009; Flaherty, 1998).
In real life, this model can be applied to coaching in every way as it is so appropriately broad, like the field of coaching. This model would be best used in general planning and in taking only the best and most relevant information and ideas into consideration. While communication is somewhat relevant “Relationship is the background for all coaching efforts. The relationship must be one in which there is mutual respect, trust, and mutual freedom of expression,” (Flaherty, 1999, p.10) I think the model is best applied to general planning. Empathy comes very naturally in coaching, unless someone has the job for reasons beyond passion. I like coaching because, of course, of my own passion so empathy is not something I need to put effort into applying. Planning effectively and efficiently, on the other hand, is something which requires real skill and can be improved greatly by applying professional models such as this one. The organization of prioritized traits would help me develop a core mentality for employing these until I became familiar enough to perform them as naturally as empathy (Knight, 2005; Flaherty, 1998).
References
- Barr, F. (2009). Book Notes by Frumi- Coaching: Evoking Excellence in Others. Frumi.
- Flaherty, J. (1998). Coaching: Evoking Excellence in Others. Elsevier.
- Knight, J. (2005). Importance of Partnership. Kansas University Center for Research on Learning
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