Positive Psychology Coaching Protocols: Introducing the AD-FIT% Model TM
Protocols abound in finance for security and risk mitigation. Thankfully.
Protocols abound in healthcare for efficacy and efficiency. Thankfully.
Protocols are not yet adopted by coaches, but they need to be adopted ASAP.
For details on my dissertation research of global executive coaching and leader outcomes, using positive psychology protocols, contact us here. For certification programs using the AD-FIT coaching protocols, see the products for internal managers here, see the products for external coaches and consultants here, see the application certification product here.
We trademarked the following model because our clients asked us, “What works?”
Positive Psychology Coaching Protocols:
The AD-FITTM Model
Assess coachee’s signature strengths:
Assess Mindset: To what extent is the leader/ coachee willing to change?
(Fixed mindset 0-20%, 20-40%, 60-80%, 80-100% growth mindset)
Define a meaningful goal or outcome for the leader/ coachee. (A measurable performance or behavior)
Focus on the leader/ coachee’s agenda. (“I’m a little concerned about…”)
Intervention or possible action for the leader/ coachee. (“Have you considered…”)
Takeaways or next step for the leader/ coachee. (Model accountability and change.)
% of adherence to this model? (0-20%, 20-40%, 60-80%, 80-100%)
Understanding of Positive Psychology Coaching (PPC) protocols:
Introduction to Positive Psychology
Positive Psychology (PP) may be operationally defined as the science of well-being and optimal functioning. The phrase “positive psychology” was coined by Maslow (1954) and is rooted in humanistic psychology. Recent research in PP has defined five clusters of scientific findings, the PERMA model, that describe positive emotions, engagement, relationships, meaning, and accomplishments (Seligman, 2011). The construct of signature strengths can be assessed using the Values in Action (VIA-72) questionnaire (Seligman & Peterson, 2011). The construct of Psychological Capital (PsyCap) can be defined as a dynamic, higher-order construct comprised of hope, efficacy, resilience and optimism (Luthans, Youssef-Morgan & Avolio, 2015).
Introduction to Positive Psychology Coaching
This Positive Psychology Coaching (PPC) program was designed in response to a perceived need for development of business leaders actively engaged in professional coaching. The confidential relationship between coaches and coachees will be maintained throughout this research. Autonomy and mastery are critical aspects of professional coaching relationships, and will be maintained throughout this research.
The goals of this PPC program include: (a) assessing and developing individual character strengths using validated strengths-based assessments, (b) adhering to a structured evidence-based protocol for positive psychology coaching, (c) developing a strengths-based goal attainment process customized for each leader (coachee), (d) measuring Goal Attainment Scaling (GAS) by evaluating adherence to three goals that are personally meaningful and relate to business outcomes for the leader (coachee), (e) modeling action planning and accountability in each coaching session by evaluating adherence to the coaching protocols, (f) quantitatively and qualitatively measuring the effect of positive psychology coaching on coachee outcomes.
Coaching engagement goals
The goals for each coaching engagement will be defined by each client (coachee) and customized with their professional coach. Each coachee will be encouraged to define three goals that are personally meaningful, relate to business outcomes, and can be measured using the goal attainment scale (GAS). Representative examples of coaching engagement goals may include (a) driving retention and organizational performance through tactical execution, (b) developing strategic thinking and planning, (c) developing leadership capability in key areas to leader success, (d) aligning and integrating current role with desired future role, (e) developing executive presence, (f) aligning operations with other business sectors to drive shared accountability and measurable impact on business outcomes.
Coaching engagement outcomes
The outcomes of each coaching engagement are typically described by knowledge, skills and abilities (KSAs.) Examples of knowledge outcomes for the coaching engagement may include (a) aligning the leader’s role with organizational vision, mission, and values, (b) defining how the leader’s role expectations affect collaboration with others, (c) understanding the strengths and values that describe each leader “at their best” and incorporating those strengths into regular vocabulary, and (d) defining key actions essential to reinforce business outcomes.
Examples of the skills outcomes of the coaching engagement may include (a) building capacity to manage resources and the productivity of others, (b) developing strategies for managing energy and time to improve productivity, (c) communicating the leader’s vision and key messages in an impactful manner, (d) developing skills in written messaging that focus on strength-based leadership, (e) modeling self-awareness by incorporating signature strengths into leadership and management activities, (f) applying conflict resolution skills to reach mutually beneficial and positive outcomes, (g) demonstrating effective active listening skills, (h) accurately reading a situation and projecting confidence, decisiveness, assertiveness and poise under pressure, (i) modeling collaborative leadership skills by creating actions plans that include partnering with other leaders, supporting performance goals, building key alliances, and implementing business outcomes.
Examples of the abilities outcomes of the coaching engagement may include (a) fostering innovation, (b) directing initiatives that build alliances and mutual respect, (c) communicating across business sectors by translating key messages between different groups, (d) leading alignment with others using strategic thinking, (e) enhancing problem solving ability to approach common issues/concerns with extraordinary thinking to foster innovation.
Possible activities for PPC engagements
The following list of evidence-based activities is a descriptive resource and is not intended to be prescriptive for any professional coaching or consulting engagement.
- Encourage your coachee to take a validated assessment such as the Values in Action (VIA-72) assessment or the Psychological Capital (PSQ-12) assessment
- Conduct a strengths-based interview of your coachee using results from the Values in Action (VIA-72) assessment
- Conduct a strengths-based interview of your coachee using results from the Psychological Capital (PSQ-12) assessment
- Encourage your coachee to describe their best leadership story (“At my best story”) using results from a validated positive psychology assessment
- Encourage your coachee to determine three performance or behavioral goals, that are personally meaningful, that relate to business outcomes
- Measure achievement of those three business-related goals using the goal attainment scale (GAS)
- Encourage your coachee to develop a gratitude journal
- Encourage your coachee to document “Three Good Things” for a day or a week, and note any contributing variables or patterns
- Invite your coachee to practice multiple acts of kindness toward others, especially within 24 hours
- Conduct a Best Future Self activity or guided meditation activity
- Encourage your coachee to document the quantity and quality of physical activity, emotional shifts and cognitive energy, for at least 24 hours
My bias/ The bottom line:
The art and science of professional coaching requires that professional coaches adhere to the AD-FITTM protocol model.
For details on assessment, interventions, certification, training, or research contact us today.