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The Coaching Principles for Breakthrough Success

The Coaching Principles (TCP) comprises 30 best practices all effective coaches should practice and hone to deliver profound coaching that drives action for sustainable results. These principles were developed by World #1 Strategic Innovation Coach Dr Peter Chee and World #1 Success Coach Dr Jack Canfield. TCP is based on decades of research and practice in the coaching industry. Those who have applied these principles have undergone the transformation from good to great in supporting people to achieve their dreams.

Just what is Coaching?
Coaching is the empowering process of drawing out solutions from people through effective listening, asking great questions, using feedback, appreciating, and continuously supporting people to take ownership, and be accountable for taking action to realize their goals.
Dave Ulrich
“Jack Canfield and Dr. Peter Chee have crafted the standard for anyone wanting to be an effective coach. Anyone being coached should make sure their coach knows and follows these standards.”
Dave Ulrich
Jack Canfield and Dr. Peter Chee have crafted the standard for anyone wanting to be an effective coach. Anyone being coached should make sure their coach knows and follows these standards.
The Coaching Principles are designed and devoted to all those who want to be who want to become great coaches for others and support people in realizing their dreams. This page is a collection of all the resources related to The Coaching Principles. Each one clearly explains with examples a single coaching principle and provides videos, and Transformational Coaching Questions for your reflection, discovery, and growth.
Great coaches strongly believe in the human potential for greatness. This belief is the beginning for successful coaching. Every great coach has the firm belief that every individual is uniquely valuable with distinct gifts and potential for greatness. Great coaches know how to appreciate what is special in others.
A great coach understands that fulfillment flows from adding value to others. They instinctively know that their life purpose to coach is a clarion command to serve a greater good. A lasting sense of joy and satisfaction is created when coaches fully live their life purpose centered on adding value to others.
Great coaches strongly believe in the human potential for greatness. This belief is the beginning for successful coaching. Every great coach has the firm belief that every individual is uniquely valuable with distinct gifts and potential for greatness. Great coaches know how to appreciate what is special in others.
A great coach understands that fulfillment flows from adding value to others. They instinctively know that their life purpose to coach is a clarion command to serve a greater good. A lasting sense of joy and satisfaction is created when coaches fully live their life purpose centered on adding value to others.
Developing self-leadership is by bringing out the best in people and letting them lead. Self-leadership is vital for successful leadership. Those who cannot lead themselves are unable to lead others. Since leading others begins with the self, one of the best things a coach can do in adding value to others is to help them lead themselves well.
A wise coach is someone who uses influence rather than position to empower others for moving things forward. In some instances, the coach may be the boss of the person being coached. In those situations, it is tempting to use positional authority, rather than relational influence, to get things done. However, this may leave the coachee feeling powerless, instead of feeling powerful.
Developing self-leadership is by bringing out the best in people and letting them lead. Self-leadership is vital for successful leadership. Those who cannot lead themselves are unable to lead others. Since leading others begins with the self, one of the best things a coach can do in adding value to others is to help them lead themselves well.
A wise coach is someone who uses influence rather than position to empower others for moving things forward. In some instances, the coach may be the boss of the person being coached. In those situations, it is tempting to use positional authority, rather than relational influence, to get things done. However, this may leave the coachee feeling powerless, instead of feeling powerful.
Great coaches strongly believe in the human potential for greatness. This belief is the beginning for successful coaching. Every great coach has the firm belief that every individual is uniquely valuable with distinct gifts and potential for greatness. Great coaches know how to appreciate what is special in others.
A great coach understands that fulfillment flows from adding value to others. They instinctively know that their life purpose to coach is a clarion command to serve a greater good. A lasting sense of joy and satisfaction is created when coaches fully live their life purpose centered on adding value to others.
Great coaches strongly believe in the human potential for greatness. This belief is the beginning for successful coaching. Every great coach has the firm belief that every individual is uniquely valuable with distinct gifts and potential for greatness. Great coaches know how to appreciate what is special in others.
A great coach understands that fulfillment flows from adding value to others. They instinctively know that their life purpose to coach is a clarion command to serve a greater good. A lasting sense of joy and satisfaction is created when coaches fully live their life purpose centered on adding value to others.
Great coaches recognized that a coach still needs a coach. That is why they share two traits, humility and coachability. They realized that no one knows everything and so are keen to learn new competencies. These new capabilities are used to refine their techniques to bring out the best in people they coach.
An excellent coaching relationship is built on maintaining authentic rapport between the coach and the coachee. The coach and the client need to relate well to each other, to feel comfortable with one another’s presence, and find common ground on which to build a positive and productive coaching relationship
Great coaches recognized that a coach still needs a coach. That is why they share two traits, humility and coachability. They realized that no one knows everything and so are keen to learn new competencies. These new capabilities are used to refine their techniques to bring out the best in people they coach.
An excellent coaching relationship is built on maintaining authentic rapport between the coach and the coachee. The coach and the client need to relate well to each other, to feel comfortable with one another’s presence, and find common ground on which to build a positive and productive coaching relationship
Effective coaches touch a heart with care and sincerity so they can positively engage and influence others. To touch and embrace hearts, we must also come from our own heart; we must care. When we care, we feel an authentic desire for good will and happiness for another person, a genuine concern for their well-being, and a true feeling of sincerity, openness, and understanding.
Trust is the thread with which the fabric of all relationships is woven. It is the glue that binds and the oil that lubricates all relationships. As explained previously, maintaining authentic rapport and humor provides the spark needed to get the coaching relationship started.
Effective coaches touch a heart with care and sincerity so they can positively engage and influence others. To touch and embrace hearts, we must also come from our own heart; we must care. When we care, we feel an authentic desire for good will and happiness for another person, a genuine concern for their well-being, and a true feeling of sincerity, openness, and understanding.
Trust is the thread with which the fabric of all relationships is woven. It is the glue that binds and the oil that lubricates all relationships. As explained previously, maintaining authentic rapport and humor provides the spark needed to get the coaching relationship started.
Curiosity ignites the spirit as a coach so you are always tuned in with the need to ask great questions by effective listening. This stems from knowing that you do not know and wanting to know because you know that something is worth knowing.
Effective coaches ask questions that empower and create buy-in to establish a strong sense of empowerment. Questions that empower are the ones that raise your coachee’s self-esteem by demonstrating your confidence in their capability and potential.
Curiosity ignites the spirit as a coach so you are always tuned in with the need to ask great questions by effective listening. This stems from knowing that you do not know and wanting to know because you know that something is worth knowing.
Effective coaches ask questions that empower and create buy-in to establish a strong sense of empowerment. Questions that empower are the ones that raise your coachee’s self-esteem by demonstrating your confidence in their capability and potential.
A wise coach always avoids judgmental and advice-orientated questions as they intuitively understand that judging others strips people of their agency. Instead, discerning coaches ask their coachees to tell the more about their situation.
Asking powerful questions to unleash the creative potential of the person you coach is more of an art than a science. The technique comes from knowing the right direction to take them (where), having the right intentions (why), using the right questions (what) and (which), asking them in the right way (how), asking them about the right person (who), and asking at the right time (when). This is the six ‘Ws’ and one ‘H’ formula of inquiry.
A wise coach always avoids judgmental and advice-orientated questions as they intuitively understand that judging others strips people of their agency. Instead, discerning coaches ask their coachees to tell the more about their situation.
Asking powerful questions to unleash the creative potential of the person you coach is more of an art than a science. The technique comes from knowing the right direction to take them (where), having the right intentions (why), using the right questions (what) and (which), asking them in the right way (how), asking them about the right person (who), and asking at the right time (when). This is the six ‘Ws’ and one ‘H’ formula of inquiry.
Some of the more common mistakes made when asking questions includes asking judgmental and advice-oriented questions, constantly asking closed-ended questions that tend to shut down a conversation and asking complex questions that cause people to get confused. These mistakes may have to do with the content and structure of the question.
Can a coach short circuit the effectiveness of coaching? Sure. The process is damaged when the coach tells people what to do instead of listening and helping people to unleash their ideas and solutions to address the issues they face.
Some of the more common mistakes made when asking questions includes asking judgmental and advice-oriented questions, constantly asking closed-ended questions that tend to shut down a conversation and asking complex questions that cause people to get confused. These mistakes may have to do with the content and structure of the question.
Can a coach short circuit the effectiveness of coaching? Sure. The process is damaged when the coach tells people what to do instead of listening and helping people to unleash their ideas and solutions to address the issues they face.
One of the greatest gifts you can give to someone is to be present. In order to listen to someone, you have to be present. Being present means being focused on the other person’s agenda, available to interact, able to show that you understand the situation, challenges, resistance, and fears. Being present is being in the moment and to enjoy that moment.
Jumping to premature conclusions means to judge something without having all the facts. It is a very easy thing to do in our professional and personal lives, and is one of the five sins life coach Julie Melillo identifies in her article on the sins of life coaching.
One of the greatest gifts you can give to someone is to be present. In order to listen to someone, you have to be present. Being present means being focused on the other person’s agenda, available to interact, able to show that you understand the situation, challenges, resistance, and fears. Being present is being in the moment and to enjoy that moment.
Jumping to premature conclusions means to judge something without having all the facts. It is a very easy thing to do in our professional and personal lives, and is one of the five sins life coach Julie Melillo identifies in her article on the sins of life coaching.
To remain impartial and nonjudgmental is to cultivate the ability to listen with empathy. Listening with empathy means you put yourself in another person’s position to better understand his or her feelings and emotions.
Listening deeply, using observation and intuition are simple to say but challenging to do. When used effectively, this process unleashes insightful discovery for your clients. They gain clarity on what they want to achieve and the coach can work through implementation plans, building support systems and taking action for the desired outcomes.
To remain impartial and nonjudgmental is to cultivate the ability to listen with empathy. Listening with empathy means you put yourself in another person’s position to better understand his or her feelings and emotions.
Listening deeply, using observation and intuition are simple to say but challenging to do. When used effectively, this process unleashes insightful discovery for your clients. They gain clarity on what they want to achieve and the coach can work through implementation plans, building support systems and taking action for the desired outcomes.
Listening to people giving feedback may be a jarring experience. Getting an impromptu, or unasked for, mini-performance review is not an enjoyable experience for many. Nonetheless, as management guru Ken Blanchard notes, champions feast on feedback for breakfast.
A coaching leader is in the best position to change people’s lives for the better by helping them create awareness and acceptance so that they initiate the transformative process willingly, and not feel force in doing what they don’t want to do. This happens when new insights surface after the coach asks asking powerful questions, listens effectively, and offers valuable feedback.
Listening to people giving feedback may be a jarring experience. Getting an impromptu, or unasked for, mini-performance review is not an enjoyable experience for many. Nonetheless, as management guru Ken Blanchard notes, champions feast on feedback for breakfast.
A coaching leader is in the best position to change people’s lives for the better by helping them create awareness and acceptance so that they initiate the transformative process willingly, and not feel force in doing what they don’t want to do. This happens when new insights surface after the coach asks asking powerful questions, listens effectively, and offers valuable feedback.
A coaching conversation is about drawing out the solutions from the coachee. This is why many coaches refrain from giving their suggestions, even though, the temptation to insert their solutions into the exchange is great. Suggestions are only given when consent is given, and only when necessary.
A coaching leader is in the best position to change people’s lives for the better by helping them create awareness and acceptance so that they initiate the transformative process willingly, and not feel force in doing what they don’t want to do. This happens when new insights surface after the coach asks asking powerful questions, listens effectively, and offers valuable feedback.
A coaching conversation is about drawing out the solutions from the coachee. This is why many coaches refrain from giving their suggestions, even though, the temptation to insert their solutions into the exchange is great. Suggestions are only given when consent is given, and only when necessary.
A coaching leader is in the best position to change people’s lives for the better by helping them create awareness and acceptance so that they initiate the transformative process willingly, and not feel force in doing what they don’t want to do. This happens when new insights surface after the coach asks asking powerful questions, listens effectively, and offers valuable feedback.

All the coaching principles are comprehensively explained with dynamic examples on how to use them in different situations the book Coaching for Breakthrough Success. This book takes you on a holistic deep dive into the successful operation of each principle to profoundly empower your coaching conversations. Included in the book are the Situational Coaching Model (SCM) and the Achievers Coaching Techniques (ACT).

When you synergistically combine The Coaching Principles with the Situational Coaching Model and the Achievers Coaching Techinques, you generate excellent conditions for powerful coaching conversations. Get your copy today to tap on time-tested principles of exemplary coaches with the latest disruptive techniques used by the world’s top performing leaders. This step-by-step playbook shows you how to nurture—in yourself and others—the three essential requirements of coaching excellence.

Now that you have an idea of how powerful and profound coaching enables results, take you coaching journey further by being a certified coach.

You may also want to work with a professional coach and mentor from ITD World to turn your dreams into reality.

Do head over to the Global Center of Coaching Excellence (GCCE) to gain further insights from ITD World’s thought leadership in the field of coaching.
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