Effectiveness Coaching Overview

Sukjae Lee Ph.D.

Creator of the Effectiveness Coaching Methodology

2025. 11. 21  

 

That's a great question, as "effectiveness coaching" can refer to a general philosophy or a specific methodology.
Here is a breakdown of the specific, trademarked methodology known as "Effectiveness Coaching" and its unique points. The Effectiveness Coaching methodology was created by Dr. Sukjae Lee (also cited as Seokjae Lee). Effectiveness Coaching is a specific method; effective coaching describes the quality of coaching practice; coaching effectiveness is the evaluation of outcomes resulting from any coaching.

 

1. Effectiveness Coaching (capitalized, specific methodology)

• A named, structured coaching methodology developed by Dr. Sukjae Lee.
• Core Assumption: The model is founded on the idea that "people seek effectiveness to increase the possibility of achieving their desired results in life."
• Focus: It's a unique methodology that centers on maximizing a client's 'effectiveness' to help them achieve their desired results.
• Coaching approach: creating measurable, sustained behavioral change using specific models (e.g., 3S‑FORM, ABC), diagnostics (ELA/TEA/OEA), and action‑learning cycles.
• Character: branded/authorial, prescriptive process, defined tools and assessments.
• The Effectiveness Coaching Model is a structured, goal-oriented activity developed within the context of business psychology and is distinct from other generic effective coaching models like GROW or ACHIEVE, or models related to parenting (like "Essential Coaching for Every Mother").

2. effective coaching (lowercase, general practice quality)

• A descriptive term for coaching that achieves good outcomes regardless of model used.
• Focus: practices that produce clear progress — goal clarity, strong rapport, powerful questioning, accountability, and actionable steps.
• Character: outcome‑oriented quality standard, not tied to one methodology.
• Key influences and contributors who focus on executive/productivity include:
  • John Whitmore — popularized modern coaching methods (GROW) and coaching-as-performance practice.
  • David Allen — Getting Things Done (workflow, capture/clarify) used widely in effectiveness work.
  • Cal Newport — ideas on deep work and attention management.
  • Stephen R. Covey — principles of personal effectiveness and values‑aligned goal setting.
  • Cognitive Behavioral Therapy / Cognitive Behavioral Coaching pioneers — for belief‑reframing and behavior change techniques.
• Organizational thinkers and frameworks — OKRs, systems thinking, time‑management frameworks, Kanban/GTD practitioners.
• Professional coaching bodies (ICF, EMCC) — established coaching competencies and ethical standards that shape practice.

3. Coaching effectiveness (evaluation concept / research subject)

• The measurement or degree to which coaching interventions produce desired results.
• Focus: metrics, evaluation designs, outcomes (behavior change, performance, ROI), and evidence (pre/post measures, effect sizes, follow‑up).
• Character: empirical/analytic — used to assess and compare coaching approaches (including Effectiveness Coaching or any effective coaching).

 

Below is a concise, practical explanation and how to use Effectiveness Coaching Model (ECM) in coaching.

 

1. High‑level flow

• Trigger: Need for Change (변화 요구) → coach/work starts.
• Core engine: Circular process of Decisional/Critical Behavior (결정적 행동) driven by four steps in a loop:
  • Reframe (재구성) — change meaning/interpretation of situation.
  • Move Forward (전진) — take intentional action/experiment.
  • Opportunity (기회 발견 / 기회발견) — notice and surface new possibilities from action.
  • Feedback (피드백) — gather information about results and impact to inform next cycle.
• Output: Effective Results (원하는 결과) — increased probability of achieving desired outcomes.
• Cognitive Strategy Pillars: Cognitive strategies and contextual lenses shape the cycle: Discover Strengths, Expand Perspective, Hold Self‑Acceptance, Deepen Insight (these are shown as the four cognitive strategy pillars). 
  • Discover Strengths: Use strengths to amplify change pathways.
  • Expand Perspective: Broaden situational framing (systems, stakeholders, constraints).
  • Self‑Acceptance: Reduce self‑barriers (shame, perfectionism) so client stays engaged.
  • Deepen Insight: Create learning loops and sense‑making to build durable capability.

[Figure 1] Effectiveness Coaching Model

 

2. Key components explained

• Need for Change: The client’s motivation or external demand that initiates coaching.
• Critical Behavior: The coach targets specific behaviors and choices that most influence outcome — these are the levers for change.
• Reframe: Cognitive intervention — shifting meaning, assumptions, limiting beliefs so behaviors change.
• Move Forward: Short, actionable experiments or commitments (small wins, prototypes).
• Opportunity Discovery: After acting, surface new options, connections, or leverage points that were previously unseen.
• Self-reflection: Systematic reflection and data collection (subjective and objective) to evaluate actions and refine next steps.
• The Coach's Role: The coach is viewed as an expert partner who collaborates with the client to identify factors in their life context that influence the possibility of achieving results, and then helps to promote those factors.

3. How to use in coaching sessions (practical steps)

• Contract: Clarify the Need for Change and desired Effective Results (1–3 measurable outcomes).
• Identify Critical Behavior(s): Pick 1–2 behaviors that most affect the outcome.
• Reframe: Use Socratic questioning, CBC techniques, or narrative shifts to change limiting appraisals.
• Design Move Forward experiments: Define small, time‑bounded actions with acceptance criteria.
• Plan Feedback: Agree what will be observed/recorded (metrics, time logs, stakeholder feedback).
• Debrief to discover Opportunities and deepen Insight; update next reframes and experiments.
• Intentionally apply the four cognitive pillars during each cycle (e.g., open with strengths, end with reflection to deepen insight).

4. Typical tools & measures to support the model

• Reframe: Thought records, reframing questions, values clarification.
• Move Forward: Implementation intentions, micro‑habits, time‑blocking, action plans.
• Opportunity discovery: After‑action review, SWOT, stakeholder mapping.
• Feedback: Behavioral metrics (frequency, duration), outcome metrics (deliverables, OKRs), qualitative feedback (stakeholder ratings), reflective journals.
• Cognitive pillars: Strengths assessments (VIA, strengths interviews), perspective maps, self‑compassion prompts, retrospective sense‑making templates.

5. Why this model is useful / coaching implications

• Emphasizes a cyclical, experiment‑based approach (action → learning) rather than only insight.
• Centers on targeting "critical behavior" for leverage — increases efficiency of coaching.
• Explicitly integrates cognitive work (reframing, self‑acceptance) with behavioral experiments and structured feedback.
• Practical for individual, team, or organizational coaching because it sits inside a contextual frame (context for individuals, teams, organizations).

6. In summary

• Produce measurable, sustained behavioral change in leaders that links their on‑the‑job behaviors to improved organizational outcomes. 
• Define concrete, observable behavior goals (not just attitudes).
• Use diagnostics (e.g., leadership assessments, stakeholder interviews, alignment surveys) to set targets.
• Run structured, action‑oriented coaching cycles with micro‑experiments and accountability.
• Measure impact with pre/post behavioral surveys and organizational alignment data, then feed results back for consolidation.

Publications  

• Lee, Sukjae (2006). Develop 18 Core Leadership Competencies. Seoul: Kim & Kim Books.
• Lee, Sukjae (2014). Effectiveness Coaching by a Business Psychologist. Seoul: Kim & Kim Books.
• Lee, Sukjae (2019). Thought Revolution That Changes My Life. Seoul: Wildbooks.
• Lee, Sukjae (2020). Coaching Methodology. Seoul: Korea Coaching Supervision.
• Lee, Sukjae (2020). How to Use a Wandering Mind. Seoul: Plan B Design.
• Lee, Sukjae (2023). Field-Focused Coaching Psychology. Seoul: Hakjisa.
• Lee, Sukjae (2024). Coaching Psychology Class for Boosting Execution. Seoul: Hakjisa.
• Lee, Sukjae (2024). Thinking Partner. Gyeonggi: Moa Books.
• Lee, Sukjae & Lee, Jongseo (2025). Perspective Shift. Seoul: Parkyoungstory.

[Figure 2] The theory and Practice of Effectiveness Coaching