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OSKAR coaching

The OSKAR coaching model was developed by Mark McKergow and Paul Z Jackson around the year 2000. We originally developed the model for the Coaching for Results programme in Walkers Snackfoods, and it has since proved a versatile and flexible guideline for independent coaches as well as managers working as coaches. Indeed, it is now widely seen as an important coaching model in its own right.

OSKAR stands for:

OUTCOME:

What is the objective of this coaching?
What do you want to achieve today?
What do you want to achieve in the long term?
How will you know this coaching has been of use to you?
The Future Perfect.

SCALING:

On a scale of 0 to 10, with 10 representing the Future Perfect, and 0 the worst it has ever been, where are you on that scale today?
You are at n now; what did you do to get this far?
How would you know you had got to n+1?

KNOW-HOW & RESOURCES:

What helps you perform at n on the scale, rather than 0?
When does the outcome already happen for you - even a little bit?
What did you did to make that happen? How did you do that?
What did you do differently?
What would other people say you are doing well?

AFFIRM AND ACTION:

What's particularly impressive so far - about strengths and resources employed
What is the next small step? What would you like to do personally, straight away?
You are at n now, what would it take to get you to n+1?

REVIEW:

What's better?
What did you do that made the change happen?
What effects have the changes had?
What do you think will change next?

OSKAR offers some useful differences with other models such as GROW.

  • It specifically uses the SF approach, and offers a great way for managers and coaches to start experiencing the power and effectiveness of SF in action
  • It specifically allows for know-how sharing - from other people in the organisation and even from the coach - in addition to the usual questioning methods
  • It specifically focusing on affirming and SMALL actions - much more effective in tough real situations than attempts to 'bust the barriers' and do everything at once
  • It specifically has the coach and coachee engaging in looking for 'what's better' - picking up on signs of useful change and amplifying them for the next steps.
  • The whole OSKAR model can be taught as a set of tools rather than a process - not every element needs to be used every time, a particular benefit to busy managers looking for short yet effective conversations.

 

Read a white paper about OSKAR coaching
 

Read a paper describing differences between OSKAR and GROW
 

You can get OSKAR into your organisation with our SF Coaching for Leaders programme or with a bespoke OSKAR training.

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