The "4C Plus" coaching model detailed by Ruchira Chaudhary in Episode #1194 of the Arete Coach Podcast consists of four cornerstones: Capability, Consciousness, Clarity, and Confidence. The “Plus” in the 4C model refers to creating a culture or ecosystem where coaching becomes a norm, encouraging feedback, and fostering growth within the organization. As detailed in Chaudhary’s book, “Coaching: The Secret Code to Uncommon Leadership,” this model helps traverse the journey from being a good leader to becoming an exceptional, uncommon leader.
Unlike some coaching models, the "4C Plus" model goes beyond individual coaching, advocating for a cultural shift where feedback, self-improvement, and support are normalized. By embedding these values into the organizational fabric, it fosters an environment where continuous development, leadership building, and collective success become the standard.
The 4C Plus Model
Capability
Capability refers to improving an individual’s ability to do something better. Coaching should make the individual more capable than they were before. This capability encompasses enhanced productivity, creativity, and the ability to think outside the box.
Research shows that coaching is a powerful tool for enhancing individual skills and competencies. A study published in the Journal of Change Management revealed that coaching participation led to improved goal achievement, enhanced solution-focused thinking, increased adaptability to change, higher leadership self-efficacy and resilience, and reduced depression. The research highlighted how coaching helps individuals gain and apply new knowledge to improve their job performance, leading to overall capability enhancement (Grant, 2014).
The International Coaching Federation (ICF) and other organizations have also found that coaching directly impacts leadership capability. For example, ICF research indicates that leaders who engage in coaching are better at “ensuring the success of an organization’s change management initiatives” (ICF Releases New Research on Coaching and Change Management, 2018).
Becoming capable in various aspects is essential for navigating complex challenges. By focusing on enhancing skills and competencies, the model ensures that individuals are not just capable of performing their roles but excel at them. This emphasis on ongoing improvement enables leaders and their teams to stay relevant and competitive.
Consciousness (Self-Awareness)
Consciousness involves the coach serving as a mirror, guiding the coachee to recognize both their strengths and blind spots. This self-awareness is crucial for personal and professional growth.
Self-awareness is often cited as a key element of social and emotional intelligence and studies have shown that emotionally and socially intelligent leaders perform better. Coaching facilitates self-awareness by helping individuals recognize their mental states, strengths, and weaknesses (Goleman, 2008).
Self-awareness is crucial for personal development and leadership effectiveness. Leaders who are conscious of their strengths and blind spots can make informed decisions and avoid common pitfalls. The "4C Plus" model stresses this aspect to help individuals recognize behaviors that may hinder their growth, creating a foundation for lasting change.
Clarity
Clarity is about coaches helping coachees untangle their mental 'knots,' offering them a clearer perspective on complex issues. By breaking down complex thoughts, the coach assists the coachee in making more informed decisions.
Coaching research emphasizes its role in enhancing clarity of thought. Jones, Woods, and Guillaume (2016) in the Journal of Occupational and Organizational Psychology found that coaching helps clients develop clear thinking patterns, allowing them to address complex issues more effectively. This research supports the notion that coaching assists individuals in sorting through "white noise" and gaining a clearer perspective on their goals and challenges.
By providing clarity, coaching helps leaders better organize their thoughts and gain a more focused perspective. This clear direction is crucial for making strategic decisions, inspiring teams, and setting a path for success.
Confidence
Building self-belief is often the most significant outcome of coaching. It’s about empowering individuals to trust in their abilities, which is particularly emphasized in the context of supporting women leaders who may struggle with confidence.
Confidence is crucial, as extensive research indicates that it is a key factor in achieving success. Albert Bandura’s theory of self-efficacy (1997) suggests that belief in one’s ability to succeed is a critical factor in performance and motivation. Furthermore, coaching interventions have been found to boost self-efficacy, as seen in research by Theeboom, Beersma, and van Vianen (2013).
For women specifically, a study published in the Harvard Business Review revealed that coaching plays a vital role in helping women build the confidence needed to pursue leadership roles. Coaching provides a safe space for women to explore their ambitions, confront self-doubt (often related to the "imposter syndrome"), and develop strategies for confidently navigating their careers (Ibarra, 2013).
A lack of self-belief can limit even the most capable individuals. The "4C Plus" model emphasizes building confidence, which is particularly vital for those who may face self-doubt, such as emerging women leaders. Increased confidence enables individuals to take bold steps, innovate, and lead with conviction.
The main takeaway
Following the "4C Plus" model is important as it not only equips leaders with the tools to excel but also promotes a growth-oriented, supportive culture within organizations. This holistic approach facilitates the transition from good to exceptional leadership, fostering a ripple effect of positive change throughout organizations.
References
Bandura, A. (1997). Self-efficacy: The exercise of control. W H Freeman/Times Books/ Henry Holt & Co.
Goleman, D., & Boyatzis, R. E. (2008). Social Intelligence and the Biology of Leadership. Harvard Business Review. https://hbr.org/2008/09/social-intelligence-and-the-biology-of-leadership
Grant, A. M. (2014). The efficacy of executive coaching in times of organisational change. Journal of Change Management, 14(2), 258–280. https://doi.org/10.1080/14697017.2013.805159
Ibarra, H., Ely, R., & Kolb, D. (2013). Women Rising: The Unseen Barriers. Hbs.edu. https://www.hbs.edu/faculty/Pages/item.aspx?num=45424
ICF Releases New Research on Coaching and Change Management - International Coaching Federation. (2018, October 4). International Coaching Federation. https://coachingfederation.org/blog/icf-releases-new-research-on-coaching-and-change-management
Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277. https://doi.org/10.1111/joop.12119
Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2013). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology, 9(1), 1–18. https://doi.org/10.1080/17439760.2013.837499
Copyright © 2024 by Arete Coach LLC. All rights reserved.
Comments