13 Best Coaching Models to Use in 2026

Last updated: March 2026

Coaching is one of the most effective tools available to L&D professionals. Research consistently shows it works: over 77% of coaching clients report significant improvements in their work performance, relationships, and communication skills.

But effective coaching does not happen by accident. It requires structure.

That is where coaching models come in. A good coaching model gives sessions direction, creates a shared language between coach and coachee, and ensures that the important elements of a conversation, such as goal clarity, current reality, and concrete next steps, are all covered.

In this guide, we break down what coaching models are, why they matter in a workplace context, and walk through 13 of the most widely used frameworks to help you find the right one for any situation.

What are Coaching Models?

Coaching models are structured frameworks that guide the coaching process. They break the coaching conversation into distinct phases, giving both coach and coachee a clear roadmap to follow.

Without a model, coaching sessions can easily lose focus or stay at surface level. A model ensures that conversations are purposeful, that goals are clearly defined, and that any session ends with the coachee knowing what their next step is.

Importantly, coaching models are not rigid scripts. They are flexible tools. The coach adapts the model to the individual, the context, and the goal of the session.

Why are Coaching Models Important in the Workplace?

For L&D professionals, coaching models matter because they make coaching scalable and consistent. When everyone in your organisation is working from the same structured approach, it becomes far easier to train coaches, measure outcomes, and embed coaching into your wider L&D strategy.

There are a few specific reasons they make a difference:

Clarity

Models help establish clear objectives at the start of every session and keep the conversation on track when it starts to drift.

Consistency

When coaching is part of a broader L&D programme, a shared model ensures that every coach is working to the same standard, regardless of their experience level.

Measurability

Most coaching models include review stages that make it easier to track progress over time and demonstrate the impact of your coaching programme to the wider business.

13 Coaching Models Worth Knowing

Below is a practical overview of 13 coaching models used in workplace settings, including when to use each one and how they work in practice.

1. GROW Model

Goal, Reality, Options, Way Forward

The GROW model is the most widely recognised coaching framework and a solid starting point for anyone new to structured coaching. Developed in the late 1980s by Graham Alexander, Alan Fine, and Sir John Whitmore, it was built to improve employee confidence and productivity.

Consider a team member who wants to improve their presentation skills:

Goal: “What do you want to achieve?” (“I want to present confidently at next month’s all-hands meeting.”)
Reality: “Where are you now?” (“I get nervous and lose my thread when I am speaking.”)
Options: “What could help?” (“Practise in front of colleagues, or work on breathing techniques beforehand.”)
Way Forward: “What is your next step?” (“Schedule three practice runs this week.”)

2. OSCAR Model

Outcome, Situation, Choices, Actions, Review

OSCAR is a solution-focused model that works particularly well in coaching follow-ups where accountability matters. It is a natural fit when someone needs help breaking a larger challenge into manageable steps.

For a coachee working on time management:

Outcome: “What does success look like?” (“Hitting deadlines without feeling overwhelmed.”)
Situation: “What is happening now?” (“I procrastinate and then panic.”)
Choices: “What are your options?” (“Use a planner, set smaller milestones, block focus time.”)
Actions: “Which will you try first?” (“Start using a planner today.”)
Review: “How is it going?” (“I feel more in control, but need to adjust my daily schedule.”)

3. CLEAR Model

Contracting, Listening, Exploring, Action, Review

Developed by Peter Hawkins in 1985, CLEAR is designed to create a psychologically safe environment for coaching. It is a good choice when trust is still being established or when the topic requires a more sensitive approach, such as conflict or interpersonal challenges.

For an employee dealing with a difficult team relationship:

Contracting: Agree on boundaries and what a good session looks like. (“Let us explore how you might approach communication differently with your team.”)
Listening: Let the employee share their full perspective without interruption.
Exploring: Go deeper into the emotions and the root of the situation.
Action: Agree on a concrete step. (“Try using ‘I statements’ in your next team conversation.”)
Review: Follow up after to discuss what worked.

4. FUEL Model

Frame, Understand, Explore, Lay Out

Developed by John Zenger and Kathleen Stinnett, FUEL is built around asking open-ended questions that help the coachee take genuine ownership of their development. It works well for career development conversations and structured 1:1 sessions.

Frame the Conversation: “What is the focus today?” (“Exploring whether I am ready for a promotion.”)
Understand the Current State: “What is working well, and where are the gaps?” (“I am strong on delivery but still developing my leadership skills.”)
Explore the Desired State: “What would success look like?” (“Leading my own project by the end of the year.”)
Lay Out a Plan: “How do we bridge the gap?” (“Enrol in a leadership course and shadow a senior team lead.”)

5. SOAR Model

Strengths, Opportunities, Aspirations, Results

SOAR is a strengths-based framework that focuses on what is already working rather than what needs to be fixed. It is a strong choice for team-building workshops, personal growth conversations, and situations where the coachee needs encouragement.

For a team member exploring how to develop their career:

Strengths: “What are you naturally good at?” (“I am creative and confident with visuals.”)
Opportunities: “Where could you apply these strengths?” (“Leading the marketing design project.”)
Aspirations: “What do you want to achieve long-term?” (“Working as a creative director.”)
Results: “What is your first step?” (“Pitch a new campaign idea this week.”)

6. STEPPPA Model

Subject, Target, Emotions, Perception, Plan, Pace, Adapt

Created by Angus McLeod in 2003, STEPPPA is designed for situations where emotions are playing a significant role in blocking progress. It is particularly useful when a coachee is dealing with confidence issues, imposter syndrome, or strong emotional resistance to change.

For someone working through imposter syndrome:

Subject: “What is the focus?” (“Feeling like I do not belong in my role.”)
Target: “What do you want to change?” (“Build more confidence at work.”)
Emotions: “How does this make you feel?” (“Anxious and constantly second-guessing myself.”)
Perception: “How do others see you?” (“My manager has said I am performing well.”)
Plan: Agree on steps. (“Keep a record of positive feedback I receive.”)
Pace: Set realistic timelines. (“Focus on one confidence-building activity per week.”)
Adapt: Review and adjust. (“Start speaking up more in team meetings.”)

7. GROWTH Model

Goal, Reality, Options, Will, Tactics, Habits

GROWTH builds on the classic GROW model by adding two additional stages: Tactics and Habits. This makes it better suited to longer-term coaching engagements where sustainable behavioural change is the goal. It is commonly used in leadership development programmes.

For a new manager looking to improve team engagement:

Goal: “What is your leadership goal?” (“Help my team feel more motivated.”)
Reality: “What is happening now?” (“Engagement is lower than I would like.”)
Options: “What could you try?” (“More regular 1:1s, team-building activities.”)
Will: “How committed are you?” (“Very. This matters to me.”)
Tactics: “What specifically will you do?” (“Weekly check-ins and recognising wins publicly.”)
Habits: “How will you make this stick?” (“Build feedback into my regular management practice.”)

8. CIGAR Model

Current, Ideal, Gap, Action, Review

CIGAR is a straightforward, performance-focused framework. It is designed to help coaches and coachees identify the gap between where someone is now and where they want to be, then build a practical plan to close it.

For a team looking to improve its processes:

Current Situation: “What is the issue?” (“Our workflow is slow and creating bottlenecks.”)
Ideal Situation: “What would good look like?” (“Tasks completed on time with clear ownership.”)
Gap: “What is missing?” (“Clearer roles and agreed priorities.”)
Action: “What steps will we take?” (“Redesign the workflow with input from the team.”)
Review: “How will we know it is working?” (“Faster turnaround times and fewer missed deadlines.”)

9. ACHIEVE Model

Assess, Create Goals, Highlight Strategies, Identify Barriers, Explore Options, Validate Plan, Encourage Action

ACHIEVE is one of the more comprehensive models in this list, making it well suited to strategic planning, team initiatives, and situations where there are multiple stakeholders or competing priorities involved.

For a team working to improve cross-departmental collaboration:

Assess: “What is the current situation?” (“Departments are not communicating well.”)
Create Goals: “What do we want to achieve?” (“Clearer, faster communication across teams.”)
Highlight Strategies: “What approaches might work?” (“Regular cross-departmental meetings.”)
Identify Barriers: “What could get in the way?” (“Scheduling across time zones.”)
Explore Options: “How do we work around that?” (“Use async communication tools.”)
Validate Plan: “Does this feel achievable?” (“Yes, if we pilot it with two teams first.”)
Encourage Action: Agree on a start date and how progress will be tracked.

10. OSKAR Model

Outcome, Scaling, Know-How, Affirm, Review

OSKAR is a solution-focused model with a particular strength in building confidence. The Scaling stage, where the coachee rates their current position on a scale of 1 to 10, gives both parties a clear reference point to measure progress against over time.

For a coachee preparing for a high-stakes presentation:

Outcome: “What do you want to achieve?” (“Deliver a confident, clear presentation.”)
Scaling: “On a scale of 1 to 10, where are you now?” (“About a 4.”)
Know-How: “What has helped you before?” (“Having a detailed structure to follow.”)
Affirm: “What strengths can you draw on?” (“You are well-prepared and know this topic deeply.”)
Review: “What is your next step?” (“Practise three times before the presentation day.”)

11. SCARF Model

Status, Certainty, Autonomy, Relatedness, Fairness

Developed by neuroscientist David Rock, SCARF is based on research into how the brain responds to social threats and rewards. It is particularly useful when coaching around team dynamics, resistance to change, or situations where an employee seems disengaged or defensive.

For a coach working with a resistant learner in a training programme:

Status: “Do they feel valued?” (“They may feel their existing skills are being overlooked.”)
Certainty: “Do they understand what is expected?” (“The requirements seem unclear to them.”)
Autonomy: “Do they have any control?” (“They have had little say in the training content.”)
Relatedness: “Do they feel connected?” (“There is not much peer interaction happening.”)
Fairness: “Do they feel treated equitably?” (“They may feel left out of key decisions.”)

12. Transactional Analysis

Transactional Analysis, developed by psychiatrist Eric Berne, is a framework for understanding how people communicate and relate to one another. Rather than following a step-by-step acronym, it asks coaches to pay attention to the psychological state from which someone is speaking: Parent, Adult, or Child.

In practice, if a coachee says “I will never be good at this” (Child state), the coach aims to respond from an Adult state: “What is one thing we could focus on together to help you improve?” This keeps the conversation constructive rather than reinforcing the negative belief.

Transactional Analysis is best suited to interpersonal or behavioural coaching where communication patterns are part of the challenge.

13. Appreciative Inquiry

Discovery, Dream, Design, Destiny

Appreciative Inquiry takes a deliberately positive approach, starting from what is already working well rather than what needs fixing. It works well for team vision-setting, culture work, and coaching situations where morale needs lifting before progress can happen.

For a team creating a shared vision:

Discovery: “What is already working well here?”
Dream: “What does our ideal future look like?”
Design: “How do we build toward that future?”
Destiny: “What are our first concrete steps?”

Choosing the Right Coaching Model

There is no single best coaching model. The right choice depends on the coachee, the situation, and what the session is trying to achieve.

A few questions worth asking before you start:

What is the primary goal of this session? If it is goal-setting or performance improvement, GROW or FUEL are reliable starting points. If emotions or mindset are the main challenge, STEPPPA or CLEAR tend to work better.

Is this a one-off session or part of an ongoing programme? Some models, like GROWTH and ACHIEVE, are built for longer-term work where building habits and measuring progress over time matters. Others, like OSKAR, work well in a single focused session.

What does the coachee respond to? Some people thrive with structure and clear steps. Others do better with a more exploratory, strengths-based approach. Getting to know your coachee before choosing a model is time well spent.

Most experienced coaches develop familiarity with several models over time, so they can adapt their approach to whatever the session requires rather than fitting every conversation into one framework.

Frequently Asked Questions

What is the most widely used coaching model?

The GROW model is the most widely used coaching framework in workplace settings. Its straightforward structure, covering Goal, Reality, Options, and Way Forward, makes it accessible for coaches at all levels and adaptable to a wide range of situations.

What is the difference between the GROW and OSCAR coaching models?

GROW focuses on goal-setting and identifying options to move forward. OSCAR is more solution-focused, with specific stages for scaling progress and affirming existing strengths. OSCAR tends to work particularly well when a coachee is feeling overwhelmed and needs to build confidence from a positive baseline before tackling the challenge ahead.

How do you choose the right coaching model?

The right model depends on the goal of the session, the coachee’s circumstances, and your own coaching style.

Performance and goal-setting conversations tend to suit GROW or FUEL. Emotional or mindset challenges respond better to STEPPPA or CLEAR. Most coaches find it useful to become comfortable with several models so they can adapt based on what each session needs.

What are coaching models used for in the workplace?

Coaching models are used to structure conversations that drive performance, development, and behaviour change.

Common applications include goal-setting, career development, leadership coaching, performance improvement, and helping employees work through specific challenges. In an L&D context, they also make it easier to train coaches consistently and measure the impact of coaching programmes across the organisation.

Can coaching models be used in group or team settings?

Yes. Several models are well-suited to group coaching.

Appreciative Inquiry works well for team vision-setting and culture work. ACHIEVE is useful for strategic planning with multiple stakeholders. SCARF helps coaches understand and address team dynamics, particularly when resistance or disengagement is a factor.

How many coaching models are there?

There are dozens of recognised coaching models.

In workplace and L&D settings, the most commonly used include GROW, OSCAR, OSKAR, CLEAR, FUEL, STEPPPA, SOAR, CIGAR, ACHIEVE, SCARF, GROWTH, Transactional Analysis, and Appreciative Inquiry. Most coaches find that a working knowledge of four or five models is enough to cover the majority of situations they encounter.

Final Thoughts

Coaching models work because they bring structure to conversations that can otherwise lose direction.

Whether you are using the simplicity of GROW for a quick 1:1 or working through ACHIEVE for a complex team initiative, having a framework to hand makes it significantly easier to run sessions that lead to real, measurable progress.

Start with one or two models that feel intuitive to you and build from there. Over time, you will develop a sense for which approach fits which situation.

If you are looking to scale coaching across your organisation and track its impact, Thirst’s learning experience platform can help. It uses AI to personalise learning journeys, track progress, and give L&D teams the data they need to demonstrate what is working. Take a guided tour to see it in action.

For more L&D insights and resources, visit the Thirst blog.

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