Coaching Question

A powerful coaching question ignites the imagination of your client and helps them to overcome boundaries.

Let me ask you these four questions right away:

1. How long have you been coaching?
2. When you started your career, how did you define a powerful question?
3. How has that changed?
4. What did you do to become better at asking questions?

The last three questions are good examples of “powerful questions,” while the first is not.

Throughout this article, you will discover how to frame your powerful questions, with proven examples and links to invaluable resources for any coach. By the end, you’ll have heaps more insight into the art of asking questions as well as a few ideas you can introduce immediately for richer, more productive coaching sessions.

What Makes a Good Coaching Question?

A powerful question accomplishes several vital things and is surprisingly easy to recognize, regardless of one’s country of origin (Vogt, Brown, & Isaacs, 2003). For instance, Vogt et al. (2003) asked people from a variety of cultures to score the following questions on a scale of 1–10, with 10 being the most powerful.

1. What time is it?
2. Did you take a shower?
3. What possibilities exist that we haven’t thought of yet?
4. What does it mean to be ethical?

Almost everyone ranked the first two questions as less powerful, and the last two as more powerful. Vogt et al. (2003) assert that “powerful questions are ones that transcend many boundaries.” Good coaching questions can do the following:

• Generate curiosity in the listener
• Stimulate reflective conversation
• Provoke thought
• Surface underlying assumptions
• Invite creativity and new possibilities
• Generate energy and forward movement
• Channel attention and focus inquiry
• Stay with participants
• Touch a deep meaning
• Evoke more questions
• Travel well

A question, whether it is in coaching, teaching, or interviewing context, is stronger when it encourages the person to reflect and elaborate.

For example, asking, “Do you like working as a coach?” has the potential to stop the conversation before it gets started. This is a closed-ended question.

A better way to ask this question is, “What about working as a coach is satisfying to you?” This is an open-ended question. Notice that it begins with one of the five Ws often utilized by journalists. The other Ws are who, where, when, and why. Journalists also use how, how long, and how much. You do not necessarily want or need to use all of these.

Asking closed-ended questions is one of 10 mistakes author and coach Tony Stoltzfus (2008) recommends coaches avoid.

In addition, he suggests the following:

• Stay clear of solution-oriented questions. These are closed-ended questions disguised as advice.
• Avoid trying to find that one question that you believe will cause a cascade of revelation for the client. Let the process unfold naturally.
• Do not ramble. Think about what you want to ask. Let silence work its magic while you are thinking. Sometimes the client will continue talking, and your question will not be needed. If it still is, then ask one question. Allow the client time to reflect and respond. Get comfortable with a little silence.
• Avoid interpreting what the client is saying. Use their words to formulate your question. For example, if a client says, “I’m frustrated with my family. I’m constantly cleaning up after everyone else, and I don’t have time to do what I want.” You might respond with, “How long have you been frustrated?” or “What are some things that you want to do?“
• Do not ask rhetorical questions. These are simply statements filled with judgment and preachiness, ending with a question mark. For instance, “What were you thinking?” Of course, the tone of voice you use and your body language can make or break this type of question.
• Do not lead the witness. Guiding the client to answer in a specific way does nothing to help them figure things out.
• Interrupt the client. Sometimes the client will ramble and lose focus. Find a way to bring them back to the question at hand.
• Interrupting too much also is troublesome. This includes talking over and talking to the client. Count to two before responding or asking a question.
• ‘Why’ questions can make a client defensive and feel as though they are being judged.

Throughout this article, many of the questions cited have been borrowed from Stoltzfus’s (2008) book.

From a coaching perspective, the client is the expert about who they are. Asking questions that encourage them to reflect on their answers is respectful of the peer-to-peer relationship between the coach and client. This is what good coaching questions accomplish.

Vogt et al. (2003) describe the above as the structure of powerful questions. The structure is not the only consideration. A coach also must understand the scope of the questions asked, as well as the guiding assumptions.

When determining scope, ask questions that help the person reflect on themselves first. For example, “How can you best use your strengths every day in your current position?” Then, broaden the scope to include a larger portion of their organization by asking, “How can you best use your strengths within your team?”

If appropriate, the coach could go further and expand this to the larger organization. The client’s ability to take action is a critical part of defining the scope of a question.

The assumptions underlying a question can be negative or positive. Negative assumptions often lead to defensive responses, while positive ones encourage reflection, learning, exploration, and growth. One way to identify assumptions is to ask, “What assumptions or beliefs am I holding onto about this situation?”

A coach could also encourage the client to view things from an entirely different perspective. For instance, when a client is hard on themselves, a coach might ask, “If your best friend was self-critical about a mistake they made, what might you say to them to help them feel better?”

At the beginning of your coaching career, asking powerful questions requires some forethought, but after you become more skilled as a coach, the questions flow more naturally. The most powerful questions to ask are not the ones a coach asks a client, at least not in the beginning.

Vogt et al. (2003) offer great insight into how coaches can better frame questions. These are questions to ask yourself as you develop questions for clients.

1. Is this question relevant to the real life and real work of the person who will be exploring it?
2. Is this a genuine question – a question to which I/we don’t know the answer?
3. What “work” do I want this question to do? That is, what kind of conversation, meanings, and feelings do I imagine this question will provoke in those who will be exploring it?
4. Is this question likely to invite fresh thinking/feeling? Is it familiar enough to be recognizable and relevant, and different enough to call forward a new response?
5. What assumptions or beliefs are embedded in the way this question is constructed?
6. Is this question likely to generate hope, imagination, engagement, creative action, and new possibilities? Or is it possible to increase a focus on past problems and obstacles?
7. Does this question leave room for new and different questions to be raised as the initial question is explored?

How To Ask Your Clients Questions: 6 Tips

Effective coaching conversations should provoke thought and exploration, and they should center around a client’s goals, capabilities, and possibilities.

With these goals in mind, master coach trainer Tony Stoltzfus offers the following tips:[1]

1. Ask open-ended questions that encourage your coachee to think and direct the conversation
2. Be impartial – ask questions that have many potential answers rather than questions oriented to a particular solution, and avoid asking leading questions
3. Trust the process. Rather than looking for ‘the perfect question’, nudge the process along its natural course with short and sweet prompts (e.g. “Tell me more…”)
4. Use your client’s own words – this can save you from accidentally ‘spinning’ what your client is saying
5. Don’t be afraid to interrupt. Open-ended questions can sometimes lead your client off-track or off-topic, so interjecting at the right time is sometimes necessary to restore their focus.
6. Ask ‘What’ instead of ‘Why’ when probing further. ‘Why’ questions may prompt defensiveness, closing your client off to discussion rather than inviting further exploration.

Best Life Coaching Questions to Ask

The purpose of life coaching is two-fold.

On the one hand, it is about assisting a client in figuring out their life purpose and is future-oriented.

On the other, it is about helping them refocus on what is happening in their life right now. The objective, as Stoltzfus says (2008, p. 49), is to create a “better future and a better life today.” He defines life purpose as:

“The energy of passion, channeled through my experience and design in the service of a greater calling. Pursuing one’s life purpose generates lasting fulfillment and significance.”

Here, “design” means a person’s talents, personality type, traits, etc. We know, without the need for quantifiable research, that when our work aligns with our talents, skills, and abilities, we feel a greater sense of satisfaction, fulfillment, and achievement. Work does not feel like “work.”

There are several questions that coaches can ask clients to assist them on their path toward purpose. Here are 10 to get you started.

1. What do you already know about what you were made to do?
2. When you were a kid, what did you want to be when you grew up? What roles attracted you?
3. What roles or responsibilities do you enjoy and feel good at? What sucks you dry?
4. Name three specific things that would be part of your ideal job or role and three things that definitely wouldn’t.
5. What has your life experience told you about your destiny?
6. What relationships or people have influenced your sense of destiny? How?
7. How would a good friend describe what you are like? Which of your traits seem to stand out to others?
8. What are you great at? What are your best talents or natural abilities?
9. What do you feel has been revealed to you about your destiny or calling?
10. What sense of purpose have you drawn from your culture or community?

For more great questions, check out our post on 100 powerful Life Coaching Questions for dedicated life coaches.

Types of coaching questions for leaders

When leaders ask coaching questions, they can use the GROW method to categorize how they approach each topic of discussion during coaching sessions or mentorship sessions. Here are several examples of coaching questions for leaders following the GROW method:

Coaching questions for establishing goals

The following coaching questions allow leaders to help employees identify goals and objectives that drive improvements and successful outcomes:

• What do you want to achieve from this mentorship program?

• What work goals do you want to achieve?

• What would you like to see happen with (current project or activity)?

• What do you want to gain from your career?

• What results are you trying to achieve in your work?

• What is something you would like to change?

• Why do you want to achieve your goal?

• How would achieving your goals benefit you?

Questions that assess the reality

Coaching questions in this category focus on identifying key factors in a situation or process and determining how these factors can affect goal achievement. Here are several examples of coaching questions that help employees gain awareness of context, perceptions, and other factors affecting their development:

• What is occurring right now and what effect are you experiencing?

• Have you started taking steps toward achieving your goals?

• What have you done so far? How far have you advanced toward your goals?

• What factors do you feel contributed to your success?

• What is working well for you right now?

• What are some challenges you are facing?

• What requirements do you need to meet?

• How does your team collaboration effort affect your progress towards your goals?

• If you feel you should have achieved your goal by now, what do you think stopped you?

• What alternatives have you tried?

• If you asked your managers for input, what do you think they would say?

Discussing alternatives and options

Coaching questions that focus on the alternative options and methods for solving challenges and moving closer toward goal achievements. The following examples include coaching questions in the “O” category of the GROW method:

• What options do you feel you have that can help you achieve your goals?

• What steps do you think you need to take next?

• What do you feel would make an effective first step?

• How would you start (a project, task, or new assignment)?

• What steps do you think you can take next time to achieve better results?

• What could you do differently this time that can support your goals?

• Who do you think can offer support?

• What effects have you experienced from your actions thus far?

• What changes do you think can help you improve?

• What steps have worked for you already? Can you emulate these actions?

• Have you encountered a similar situation before? How did you approach it?

Identifying actions and steps to take

The coaching questions leaders can ask that help employees identify actionable steps focus on finding methods and processes that work for achieving goals. Use the following examples to get an idea of what coaching questions to ask that can help team members set an action plan for success:

• What steps are you considering right now?

• What areas do you think you need to improve right now?

• How will you know you’re making progress?

• What challenges do you think could affect your progress?

• Have you planned strategies for overcoming new challenges?

• What resources or tools can help you make advancements?

• Do you need anything from management to support your development?

• What is your timeline?

• What do you feel is the consequence of not taking action now?

• Do you think splitting apart your goal into smaller objectives will help?

• What are three steps you can take right now that would make the most sense?

For Leaders and Managers

There is a truism in the world of martial arts that also applies to leadership. It is not until you reach the pinnacle that you realize and understand how much you do not know and still need to learn. It is through teaching others that actual growth and development of wisdom happens for leaders and managers. Coaches help leaders and managers develop themselves as coaches.

Michael Bungay Stanier (2016) advises coaching in 10 minutes or less. He’s the founder of Box of Crayons and the author of several books, including The Coaching Habit: Say, Less, Ask More & Change the Way You Lead Forever. His approach focuses on seven questions leaders can use to help their teams. They are:

1. The kickstart question: What’s on your mind?
2. The awe question: And what else?
3. The focus question: What’s the real challenge here for you?
4. The foundation question: What do you want?
5. The lazy question: How can I help?
6. The strategic question: If you’re saying “yes” to this, so what are you saying “no?”
7. The learning question: What was most useful for you?

Each chapter concludes with how the client can implement the new habit. For example, if the client has a habit of jumping in and not allowing team members time to process and respond, then the new habit is, “I will wait five seconds after my team member finishes speaking before responding.”

The coach’s role is to assist the leader in utilizing their talents better so that they can ask powerful questions of their team members. Sometimes this might require a mindset shift when the leader is frustrated with a team member or lacks the patience needed to coach for behavior change.

In these cases, a corporate wellness coach can employ questions for the leader that will help them manage their emotions related to the situation. Role-play is a good technique for practicing this.

For Careers and Business

There are times in one’s career when a person might feel lost or ready to make a change, but fear and uncertainty are holding them back.

This is when a coach can ask just the right questions to help the person discover the answers they need.

Often, the coachee knows the answer but needs someone to reflect or affirm that they are moving in the direction they desire.

Here are 13 questions a coach can ask to do this:

1. What are you passionate about?
2. How do you want to contribute?
3. What do you want to learn?
4. How much does the organization need you?
5. How much do you need the organization?
6. What was your original vision when you started your career? How has it changed?
7. What aspects of your current job directly relate to your vision?
8. What would you like to be doing in five years?
9. What part of that could you do now?
10. How do you plan and prepare so that you can be in that role in five years?
11. What would you say are your best strengths?
12. How are you using them in your current role?
13. How could you increase how much you are using your strengths?

Like all of the lists you will read throughout this article, this is not exhaustive. These are a jumping-off points.

Coaching Questions for Developing Confidence

Using appreciative inquiry (AI) as a starting point helps clients gain confidence in their ability to make immediate, lasting changes. Appreciative inquiry questions highlight “the true, the good, and the possible” (McQuaid, 2015).

The focus is on operating from a positive rather than a negative mindset. AI involves four elements, called the 4-D cycle, initially developed by David Cooperrider and Suresh Srivastava (n.d.). They are:

Discovery – When you’re engaged, energized, and enjoying life, what are you doing?
Dream – If you could do what you do best more consistently, what might be possible?
Design – How can you move from where you are to where you want to be?
Destiny – If there were one action you could take, where would you be willing to start?

Coach Jackie Kelm explains how AI works.

Frequently applied to organizations seeking change, these same ideas work with individuals. Dr. Lynn Jones (n.d.) developed a series of questions coaches can use with clients. For example, when working with someone who has an entrepreneurial spirit, you might ask:

1. What could you imagine doing if you knew you couldn’t fail?
2. What will it mean to you when you are successful?
3. What would success look like?
4. What would success feel like?
5. What is the upside to a successful effort?
6. What have you accomplished already?

Each of these questions requires the person to reflect, discover, and then positively dream about their future. AI questions ask what the person wants more of, and how one small step gets them closer to achieving their goal. For more on this, check out Robert Maurer’s (2014) book, One Small Step Can Change Your Life: The Kaizen Way.

Small gains build confidence and increase our internal motivation to continue.

For Reflection and Discovery

These questions from Vogt et al. (2003) help clients get to the heart of what they want.

The objective is to help the client identify what is essential for them at this point in their life.

In his book, Essentialism: The Disciplined Pursuit of Less, author Greg McKeown (2014) advocates doing less, but better. Rather than allowing outside forces to pull us in many directions, these questions help to hone in on what is essential.

1. What’s taking shape? What are you hearing underneath the variety of opinions being expressed? What’s in the center of the table?
2. What’s emerging here for you? What new connections are you making?
3. What had real meaning for you from what you’ve heard? What surprised you? What challenged you?
4. What’s missing from this picture so far? What is it we’re not seeing? What do we need more clarity about?
5. What’s been your major learning, insight, or discovery so far?
6. What’s the next level of thinking we need to do?
7. If there was one thing that hasn’t yet been said to reach a deeper level of understanding/clarity, what would it be?

13 Questions for Goal Setting

Setting attainable goals is not as simple as it might seem at first. Often people create lofty goals that either belongs to someone else or are not broken down into manageable enough segments.

Achieving any goal is about a few key things. First is desire. Second, the client needs to break down the goal into its parts. Third, the client needs to create a plan.

A coach can help a client with these last two, but a coach cannot instill desire. Desire is about drive and internal motivation. Making a step-by-step plan and achieving small successes can increase the desire to continue (Center for Self-Determination Theory, n.d.).

Here are some questions a coach might ask, borrowed from the South African College of Applied Psychology (SACAP, 2019).

1. What is most important to you in life?
2. What are you most proud of in life?
3. When was the last time you woke up feeling optimistic or excited about the day ahead?
4. Where would you be if all obstacles in your way ceased to exist?
5. Where would you be if you had unlimited resources?
6. Where do you fear ending up if nothing changes?
7. Is there anything you believe in so strongly that you would be willing to sacrifice for it?

When goal setting, it is important to identify any potential obstacles. Doing so allows the client the opportunity to create “if–then” responses to them as necessary. For example, if a client has an exercise goal, but travels several times per week for work, it could be difficult to work out consistently.

One “if–then” statement could be, “If I’m stuck in an airport, then I’ll walk to and from the bathroom farthest from my gate, but still in my terminal, for 10 minutes without stopping to look at anything. I will do this once per hour until it’s time to board the plane.”

SACAP also suggests asking the following questions to assist the client with obstacles.

1. Are there any steps you could take right away that would significantly improve your situation?
2. Which of your goals require assistance from other people, and which ones depend entirely on you?
3. What obstacles have you faced in the past, and how did you overcome them?
4. What mistakes have you made in the past, and what did you learn from them?
5. What is the biggest issue on your mind today/this week?
6. What are the biggest issues you face daily?

Assisting clients to identify and clarify attainable goals is one of the primary roles of any coach.

Great Coaching Questions for Decision Making

Sometimes clients find it difficult to make decisions. When this happens, the right questions from the coach can make a big difference. Stoltzfus (2008) recommends the following:

1. How will you make the decision?
2. What factors will make the most difference to you?
3. What do you need to know to make a great decision?
4. What would a great decision look like?
5. How do you usually make decisions?
6. What other decision strategies could you use? Which methods do you want to try?

He also includes 13 decision-making strategies because some clients do not know or recognize the strategy they are using. They even might not realize others exist.

A few examples are:

• Principled: “How do the key principles and priorities you live by apply here?”
• Counsel: “What does your partner think? How about some key friends or advisors?”
• Rationale: “What are the pros/cons of pursuing each option? Which is most advantageous?”
• Spiritual: “What decision would best align with your faith? What is God saying to you on this?”
• Negative drives: “What fears or inner drives are influencing your response? How could you remove those things from the equation so you can make a better decision?”
• Cost: “What would it cost in terms of time and resources to do this? What would it cost if you don’t do this? What’s the cost if you don’t decide or let circumstances overtake you?”

For Couples and Relationships

Coaching has, at its core, a fundamental assumption: the client is seeking change (Hayden & Whitworth, 1995, as cited in Hart, Blattner, & Leipsic, 2001).

Coaching is present and future-focused, so questions typically follow this route.

The coach is not concerned with who or what the coachee feels is “to blame” for their current situation. The purpose is a more goal-oriented exploration of how to move from perceived problems to solutions identified by the couple or individual (Wingert, 2016).

With this in mind, here are several interesting questions you can use with your client.

1. How did you decide to pursue couples’ coaching?
2. What are your hopes for how coaching might be helpful for your relationship?
3. What do you want to accomplish through this coaching relationship?
4. How long do you expect it to take for you to reach your goals?
5. What would you like to start happening in your relationship?
6. What would you like to stop happening?
7. What is going well that you do not want to change?
8. If there was one tool that could significantly help your relationship, what would that tool do?
9. If a miracle happened tonight while you slept that solved all of your problems, what would be different tomorrow?

It is important to recognize that coaching is not therapy, and the requirements for the two differ. In the United States, therapy is highly regulated, and requires extensive training, and licensure. Coaching is, as yet, an unregulated field. Some coaches have extensive backgrounds, while others do not.

Coaching is not the same as or a replacement for therapy. If a couple seeks a coaching relationship, but it is evident that therapy is a better fit, then it is up to the coach to point this out, especially if the coach does not have the appropriate level of training. Some coaches follow the ethical guidelines established by the International Coaching Federation.

Questions to Ask for Building Resilience

Resilience coaching involves helping a client develop their capacity to “remain flexible in thoughts, behaviors, and emotions when under stress” (Pemberton, n.d.). Resilience takes a hit when a person encounters failures, like a career setback.

It also can happen when too many demands overload a person. Pemberton points out that these situations can lead to a person being unable to make decisions, be creative, or manage their emotions. Their self-confidence also decreases. Asking carefully crafted questions can help the client rebound.

A resilience coach will want to know a client’s baseline level of resilience. How does the person typically respond to life’s stressors and setbacks? Pemberton offers a useful 24-question survey. It includes statements that the client can respond to, such as:

• I have the skills and experience to deal with the demands of my life.
• I have the flexibility to adapt to whatever is presented to me.
• I have a clear sense of what is important in my life, which gives me a compass point for the decisions I make.

The client scores each item on a scale from 1 (strongly disagree) to 5 (strongly agree). Once completed and submitted, the client receives an explanation. The areas covered include:

• Self-belief
• Elasticity
• Meaning
• Solution building
• Support
• Proactivity
• Managing emotions
• Realistic positivity

From these results, a coach can begin asking questions to assist the client. For instance, if the client scores particularly high in elasticity, the coach might ask:

1. “What factors do you feel contribute to your ability to remain flexible when faced with a setback?”
2. “How can you apply that to your current challenge?”

70 Coaching Questions for Managers Using the GROW Model

The following are 70 coaching questions managers can utilize, categorized within the framework of the four-step GROW model.

Goal

Coaching starts with establishing a goal. It could be a performance goal, a development goal, a problem to solve, a decision to make, or a goal for the coaching session. For clarity of goal setting as well as consistency across your team, encourage your employees to use a S.M.A.R.T. goal format, where the letters stand for:

• Specific
• Measurable
• Attainable
• Realistic
• Timely

The following 10 questions can help people gain clarity about their goals:

1. What do you want to achieve from this coaching session?
2. What goal do you want to achieve?
3. What would you like to happen with ______?
4. What do you really want?
5. What would you like to accomplish?
6. What result are you trying to achieve?
7. What outcome would be ideal?
8. What do you want to change?
9. Why are you hoping to achieve this goal?
10. What would the benefits be if you achieved this goal?

Current Reality

This step in the GROW model helps you and the employee gain awareness of the current situation—what’s going on, the context, and the magnitude of the situation.

The key is to take it slow and easy with your questions. It’s not a rapid-fire interrogation. Let the employee think about the question and reflect on their answers. Use active listening skills, as this is not the time to jump to solution generation or share your own opinions.

The following 20 questions are designed to clarify the current reality:

1. What is happening now (what, who, when, and how often)? What is the effect or result of this?
2. Have you already taken any steps towards your goal?
3. How would you describe what you did?
4. Where are you now in relation to your goal?
5. On a scale of one to 10, where are you?
6. What has contributed to your success so far?
7. What progress have you made so far?
8. What is working well right now?
9. What is required of you?
10. Why haven’t you reached that goal already?
11. What do you think is stopping you?
12. What do you think was really happening?
13. Do you know other people who have achieved that goal?
14. What did you learn from _____?
15. What have you already tried?
16. How could you turn this around this time?
17. What could you do better this time?
18. If you asked ____, what would they say about you?
19. On a scale of one to 10, how severe/serious/urgent is the situation?
20. If someone said/did that to you, what would you think/feel/do?

Options

Once you both have a clear understanding of the situation, the coaching conversation turns to what the employee can do to reach their goal.

These 20 questions are designed to help the employee explore options and generate solutions:

1. What are your options?
2. What do you think you need to do next?
3. What could be your first step?
4. What do you think you need to do to get a better result (or closer to your goal)?
5. What else could you do?
6. Who else might be able to help?
7. What would happen if you did nothing?
8. What has worked for you already? How could you do more of that?
9. What would happen if you did that?
10. What is the hardest/most challenging part of that for you?
11. What advice would you give to a friend about that?
12. What would you gain/lose by doing/saying that?
13. If someone did/said that to you what do you think would happen?
14. What’s the best/worst thing about that option?
15. Which option do you feel ready to act on?
16. How have you tacked this/a similar situation before?
17. What could you do differently?
18. Who do you know who has encountered a similar situation?
19.  If anything was possible, what would you do?
20. What else?

Will (Or Way Forward)

This is the last step in the GROW model. In this step, the coach checks for commitment and helps the employee establish a clear action plan for next steps. Here are 20 questions to help probe for and achieve commitment:

1. How are going to go about it?
2. What do you think you need to do right now?
3. Tell me how you’re going to do that.
4. How will you know when you have done it?
5. Is there anything else you can do?
6. On a scale of one to 10, what is the likelihood of your plan succeeding?
7. What would it take to make it a 10?
8. What obstacles are getting in the way of success?
9. What roadblocks do you expect or require planning?
10. What resources can help you?
11. Is there anything missing?
12. What will one small step you take now?
13. When are you going to start?
14. How will you know you have been successful?
15. What support do you need to get that done?
16. What will happen (or, what is the cost) of you NOT doing this?
17. What do you need from me/others to help you achieve this?
18. What are three actions you can take that would make sense this week?
19. On a scale of one to 10, how committed/motivated are you to doing it?
20. What would it take to make it a 10?

Great Coaches Ask Great Coaching Questions. Get the FREE Become a Coach eBook.

1. I’m curious; may I ask you a few questions?
2. What’s great about your life this week?
3. How have you grown this week?
4. What did you accomplish this week?
5. Who did you serve?
6. What did you learn?
7. Who else will benefit?
8. What are you grateful for?
9. Who’s grateful for you?
10. Is this what you want to be coached on or are you just sharing?
11. What could you be happy about if you chose to be?
12. Are you using this to grow or are you beating yourself up?
13. Does this story empower you or disempower you?
14. How can you turn this around and have better results next time?
15. On a scale of 1 – 10 how honest have you been about this, with others?
16. Do you mind if I offer an observation?
17. Is this the problem or the solution?
18. How would you like it to be?
19. What’s in the way?
20. What’s stopping you?
21. What does this mean to you?
22. Are you focused on what’s wrong or what’s right?
23. Is that a story or the truth?
24. How can you find out?
25. Do you want this for its own sake or are you trying to avoid something else?
26. Is this giving you energy or draining your energy?
27. What will really make the biggest difference here?
28. Is this a limitation or is it a strength?
29. What’s the benefit of this problem?
30. Who else is this hurting?
31. What does your intuition tell you about this?
32. Do you have a gut feeling about this?
33. Have you solved problems like this before?
34. What rules do you have that are getting in the way?
35. How long have you been thinking about this?
36. Have you ever experienced something like this before?
37. If you changed your belief about this, what would be possible?
38. Is this a decision or a pipe dream?
39. Which of your core values does this goal express?
40. Is this goal pulling you forward or are you struggling to reach it?
41. Will this choice move you forward or keep you stuck?
42. What’s the first step you need to take to reach your goal?
43. What’s the worst that can happen, and can you handle that?
44. What’s the downside of your dream?
45. What’s stopping you from taking action?
46. Who wouldn’t like it if you succeeded?
47. What will you have to give up in order to make room for your goals?
48. How would your life be transformed if you changed this right now?
49. If you don’t change this, what will it cost you in the long run?
50. What’s the most resourceful choice here?
51. How can you improve this, so it adds value forever?
52. How can you solve this problem so it never comes back?
53. Are you acting on faith or fear?
54. If you weren’t scared, what would you do?
55. Are you standing in your power or pleasing someone else?
56. What are you pretending not to know?
57. How could you have this conversation so it empowers everyone concerned?
58. What might make the difference that could change everything?
59. If you approached this with courage, how could your life change?
60. Are you procrastinating or is there a reason to delay?
61. What’s the emotional cost vs. the financial cost?
62. Which step could you take that would make the biggest difference, right now?
63. How can you get your needs fully met?
64. If your life were exclusively oriented around your values, what would that be like?
65. How would you describe the difference between a need and a value?
66. If you achieve this goal, will it bring lasting fulfillment or temporary pleasure?
67. Have you thought about the impact you’ll have by creating this?
68. How can you learn from this problem so it never happens again?
69. How can you create more value with less effort?
70. What are you willing to do to improve this situation?
71. What are you willing to stop doing to improve this situation?
72. How can you enjoy the process of solving this problem?
73. Do you mind if I ask a very personal question?
74. What are you willing to commit to here?
75. Do you need to work harder or delegate this?
76. If this weakness were also a strength, what would that be?
77. How can you use this so it becomes a benefit?
78. Have you decided to take action or are you just hoping you will?
79. Are you angry or are you hurt?
80. Who can help you with this?
81. Does your current habitat fully support who you’re becoming?
82. What do you need in order to succeed here?
83. What plan do you need in order to achieve your new goals?
84. Are your personal standards high enough to reach your goals?
85. What will your impact be 100 years from now?
86. Who do you need to become in order to succeed here?
87. What are you responsible for here?
88. Instead of either/or, how could you use both?
89. Are you approaching this from your head or from your heart?
90. Is this an assumption or have you checked to be sure?
91. How can you learn what you need to know about this?
92. Is this the best outcome you can imagine or is there something greater?
93. Do you have a detailed strategy to get there?
94. How will you transform your life with this new knowledge?
95. What does this accomplishment mean to you?
96. Why does it matter?
97. Who did you have to become to achieve it?
98. What did you learn in the process?
99. Who else will benefit?
100. What’s next for you?
101. How have you changed the world for generations to come?

35 Coaching Questions for When Your Client Is Stuck

Why should leaders ask coaching questions?

Coaching questions are effective for helping team members gain insight into areas of their performance, productivity or engagement to make adjustments or improvements that help them advance in their careers. Strong leaders implement coaching sessions and mentoring activities to support employee development and growth. Several more reasons leaders should consider asking coaching questions as part of employee evaluations and development planning include:

• Helps staff recognize strengths: Asking open-ended questions that encourage employees to think about their skills, talents and unique qualities can help them recognize the strengths they bring to the organization.

• Encourages self-reflection: Coaching questions also encourage employees to self-reflect on their work performance and ability to make changes that support goal achievement.

• Motivates employees to succeed: When employees learn through self-reflection and apply leadership input, they’re more likely to stay motivated as they recognize their success and achievement.

• Boosts career engagement: When leaders support their teams through coaching and mentorship, employees are more likely to stay engaged and satisfied in their work, resulting in higher productivity and improved performance.

• Provides additional job insight: Encouraging employees to explore and discover new skills and applications in their jobs can help them learn more about their roles and connect with their purpose within the organization.

The Importance of Asking Good Questions

The purpose of coaching is to empower others, and effective coaches don’t do this by walking their clients through every step of a journey.

Asking powerful questions is how a good coach will place a client’s development squarely in their hands.

Rather than showing them the way, which might describe instruction, teaching, or mentoring, a successful coach plays a valuable role by helping others realize their own possibilities and potential.

Coaches do this by asking good questions:

• To help clients set goals
• To raise their self-awareness
• To enhance their self-belief
• To build accountability for their progress and results, and
• To help them pave the path ahead so that they can continue growing independently, by finding the answers themselves.

Asking questions is essentially how a good coach will place the power for a client’s development squarely in their hands.

Although different prompts or inquiries will be relevant throughout a client’s development journey, asking questions is how coaches tap into their potential and encourage them to find their own way forward.

6 Best Books on the Topic

Whether you are just starting your career as a coach or are more experienced, these books have something to offer. For an even wider selection, read our article on 20 life coaching books that you should read.

1. Coaching Questions: A Coach’s Guide to Powerful Asking Skills – Tony Stoltzfus

This book covers everything from becoming a master at asking questions (and why you should) to coaching niches.

You will learn about the coaching process, including various models like GROW, a coaching funnel, and the Life Wheel.

Available on Amazon.

2. The Coaching Habit: Say Less, Ask More and Change the Way You Lead Forever – Michael Bungay Stanier

Stanier uses a fun, engaging style to teach you how and why you should build a coaching habit for yourself and others.

He shares seven essential questions to help you develop this habit.

The first question that gets the ball rolling is, “What’s on your mind?”

Available on Amazon.

3. The Book of Beautiful Questions: The Powerful Questions That Will Help You Decide, Create, Connect, and Lead – Warren Berger

This book provides questions for:

• Better decision making
• Sparking creativity
• Connecting with others
• Developing stronger leadership
• How to lead an inquiring life

Available on Amazon.

4. The HeART of Laser-Focused Coaching: A Revolutionary Approach to Masterful Coaching – Marion Franklin

This book contains tools, strategies, and coaching techniques for creating powerful questions.

Franklin also shares 25 themes that underlie every coaching situation.

She explains a step-by-step process for creating a shift in perspective that is easy to follow.

Available on Amazon.

5. Ask Powerful Questions: Create Conversations That Matter – Will Wise and Chad Littlefield

Wise and Littlefield explain how and why to use intent, rapport, openness, listening, and empathy to develop stronger questions.

In the last chapter, the book covers co-facilitating, managing over-talkers, debate, dialogue, and silence.

Available on Amazon.

6. Resilience: A Practical Guide for Coaches – Carole Pemberton

This guide tells you everything you need to know about what resilience is and is not.

It includes research-based interventions.

Chapters cover several areas including:

• Managing thoughts using Cognitive-Behavioral Therapy
• Acceptance and Commitment Therapy
• Mindfulness
• Solution building
• Positive psychology
• Writing as a recovery tool
• Resilience narrative
• Career coaching for resilience

Available on Amazon.

A Take-Home Message

There are many compelling questions that coaches can use during a session. Open-ended questions allow for reflection and establish a peer-to-peer relationship between the coach and the client. Some closed-ended questions can be useful when used sparingly.

Coaching is still an unregulated field. While some coaches have extensive training, others do not. People seeking this type of arrangement can interview the coach before embarking on a coach/coachee relationship. Certification can indicate a certain level of knowledge. Still, it does not necessarily mean that the coach is the right fit or has the necessary experience the client wants or needs.

Every coach can develop their use of powerful questions during a coaching session. Doing so helps the coach create a stronger, more effective relationship with the client.