The OSKAR Coaching Model: A Step-by-Step Guide to Driving Lasting Change
Whether you are new to coaching or looking to sharpen your practice, having a reliable framework makes all the difference. The OSKAR coaching model is among the most practical models for leadership development, guiding meaningful, measurable behavior change in workplaces and one-on-one engagements alike.
What Is the OSKAR Method of Coaching?
Developed by Paul Jackson and Mark McKergow in 2002, the OSKAR model of coaching was designed to help coaches and clients work through behavior change and productivity improvement in a structured, solutions-focused way. Rather than dwelling on problems, OSKAR directs attention toward what is already working and builds from there.
Compared to other frameworks, OSKAR sits somewhere between the linearity of models like GROW and the more cyclical approaches used in transformational coaching. It’s particularly well suited to workplace and executive coaching programs, where measurable outcomes and stakeholder alignment matter.
The 5 Stages of the OSKAR Model
1. Outcome: Defining Clear Goals
Every effective coaching engagement starts with clarity on what success looks like. In the OSKAR model of coaching, the Outcome stage goes beyond surface-level goal setting. If a client is consistently missing deadlines, for example, the coach does not just set a target around punctuality. They dig into the root cause, asking: is it a prioritization issue, a communication gap, or something deeper?
Using tools like SMART goals and incorporating input from HR or direct managers ensures that objectives are realistic, relevant, and aligned with broader organizational expectations.
2. Scale: Measuring Progress Effectively
Progress that cannot be measured is progress that cannot be sustained. The Scale stage introduces a simple but powerful tool: asking the client to rate their current performance on a defined scale, typically from one to ten.
This matters for everyone involved. HR teams, managers, and coaches all need visibility into whether change is actually happening. Soft skills like communication or self-awareness can be notoriously difficult to quantify, so this stage encourages coaches and clients to agree on practical, observable indicators that make improvement tangible.
3. Knowhow: Leveraging Existing Strengths
One of the features that sets the OSKAR coaching model apart is its deliberate focus on what the client already does well. The Knowhow stage asks: what skills and behaviors are already present, and how can they be applied more consistently?
Strengths are typically categorized into three groups: absent, needs improvement, and up to standard. This prevents coaching sessions from becoming a long list of deficiencies and instead channels energy toward what is most likely to create real traction. It also saves time by not rebuilding what’s already working.
4. Action: Implementing Development Plans
The Action stage is where insight becomes momentum. Rather than prescribing a solution, a good coach facilitates self-discovery, encouraging the client to generate their own strategies for reaching the agreed outcome. When people author their own action plans, ownership follows naturally.
In a workplace setting, this might involve the client observing how they interact with peers, managers, or customers over a set period, then bringing those observations back into the coaching conversation as data for reflection and refinement.
5. Review: Tracking and Adjusting Over Time
Lasting change requires ongoing attention. The Review stage can happen session by session or through a weekly check-in structure, depending on the coaching context. At the organizational level, progress is typically tracked at three points: the start of the engagement, the midpoint, and the close.
Importantly, this stage also incorporates feedback on the coaching process itself, including the client’s experience of working with the coach. This keeps the relationship accountable in both directions.
OSKAR vs. OSCAR Coaching Models: What’s the Difference?
A common question among coaches is: what’s the difference between OSCAR and OSKAR coaching models? The distinction comes down to one letter. OSCAR replaces Knowhow with Choices and Consequences. In practice, both models cover the same conceptual ground, just in a slightly different sequence. The choice between them often comes down to personal preference or the specific context of the engagement.
Why Use the OSKAR Model in Coaching?
The OSKAR model works because it creates a clear structure for both coach and client without being rigid. It builds accountability through measurable progress, surfaces existing strengths rather than fixating on gaps, and is flexible enough to adapt across industries, roles, and seniority levels.
For coaches working within ICF coaching frameworks in Singapore or delivering executive coaching programs, OSKAR offers a dependable scaffold for engagements that need to demonstrate real, documented outcomes.
Ready to bring a structured, results-driven approach to your coaching practice? Explore ECI’s coach training programs and find the pathway that fits where you are going.