The OSCAR Coaching Model

© Worth Consulting 2002

ILM Coaching and Mentoring Qualifications



This is where you help the team member to clarify their outcomes.


What would you like to achieve from todays session?

What is your long-term outcome?

What would success look like?



This is where you get clarity around where the team member is right now.


What is the current situation?

What’s actually happening?


Choices and Consequences:

This is where you help the team member to generate as many alternative choices as possible and raise awareness about the consequences of each possible choice.


What choices do you have?

What options can you choose from?

What are the consequences of each choice?

Which choices have the best consequences?



This is where you help the team member to clarify their next steps forward and to take responsibility for their own action plan.


What actions will you take?

When will you take those actions?

Who will support you in taking action?

On a scale of 1 to 10 how willing are you to take those actions?



This step creates an ongoing process of review and evaluation. This is where you help the team member to continually check that they are on course.


What steps will you take to review your progress?

When are we going to get together to review progress?

Are the actions being taken?

Are the actions moving you towards your outcome?

The OSCAR Coaching Model was developed by Andrew Gilbert and Karen Whittleworth and has won wide acclaim and a National Training Award. The model builds upon and enhances the popular GROW model and is particularly useful for managers seeking to adopt a coaching style.

“As a result of the training from Worth Consulting, and the consistent use of the OSCAR Model, the number of grievances being raised to my attention has halved!”

Julie Ringham, HR Manager, British Airways Maintenance Cardiff.

“Worth Consulting’s learning model known as OSCAR has revitalised an ailing manufacturing firm – and bagged a prestigious training award into the bargain. The most startling change has been the fall in absenteeism from 5.4% to 3%, which has saved the company £98,000 in the past 18 months.”

People Management Magazine