Can coaches motivate individuals? A short essay

Promoting Self-leadership in Business and in Life
Florence Dambricourt Page 1 of 8
September 2014
“Motivation is intrinsic. Coaches cannot motivate individuals. They examine and clarify the
individual’s values, purpose and vision, and collaboratively set goals that ‘pull’ the individual towards
achieving them.”
True? False? This is worth the discussion. A small essay
By Florence Dambricourt
Self-Leadership Expert | Speaker | Author

September 2014
Introduction
With this essay, I will start by reviewing what motivation is, and assess whether or not motivation
is intrinsic. From the definition of motivation, its link with emotions, actions and the notion of
motivation strategy, we will then discuss the impact coaches can or cannot have on motivation.
Through the establishment of coaching relationships, coaches have the privilege to get to know their
clients, their vision of the world, their values and sometimes their emotions. We are given the
permission to assist clients in clarifying their values, purpose and vision which can help, when
needed, to collaboratively set goals that ‘pull’ the individual towards achieving them. We can then
use coaching models, following their guidelines at the same time as our intuition to allow clients to
move forward. For this discussion, I will look at three separate models, the ACE FIRST model, the
Appreciate Inquiry and the GROW models to reflect on how using those models can bring light onto
the question of motivation, by helping us to understand values, purpose and vision as much as
defining goals. Many more models could be used through this discussion, such as the 101 elements
of a person, the values elicitation, the fact of knowing how to elicit greatness and the 7-step goal
plan, without forgetting the importance to champion clients. I will conclude this essay by a synthesis
of the information reviewed.
Note as well that I will assume we are working within the ICF/EMCC core competencies
framework.
Discussion
Motivation is a fascinating word. Coming from the Late Latin movere -to move, motivation means
movement, and being motivated is to be ready to move or to take action1
. When consulting
Wikipedia, I came across 20 something theories and models about motivation2
. It seems the main
studies started post 19403
and I will highlight five of interest for this discussion:
- Motivation as being either intrinsic (motivated by pleasure or satisfaction in the task itself) or
extrinsic (motivated by a desire for reward, relying on external pressure)
- Motivation as being Push and Pull, where push is connected with internal factors and pull
with external factors.
- Motivation as drives (or desire), we reply to a need or activate a behaviour for a specific
purpose
- Motivation as the incentive theory, similar to the extrinsic motivation above, motivation is
associated with reinforcement based on positive results
- Motivation as replying to the needs theory, aligned with Maslow’s Hierarchy of Needs4
A well published author of the moment, Daniel Pink5
, links motivation with drives, more precisely
with three types of drive -a desire for autonomy -a desire for mastery -a desire for purpose.
1
http://www.merriam-webster.com/dictionary/motivation
2
https://en.wikipedia.org/wiki/Motivation
3
https://www.msu.edu/~dwong/StudentWorkArchive/CEP900F01-RIP/Webber-
MotivationOverview.htm?pagewanted=all
4
This seems to be one of the most discussed theory

September 2014
Depending on the drive in question, Daniel Pink would then align to the intrinsic/extrinsic motivation
theory. This is fine when we agree we have moved out of the first layers of Maslow’s hierarchy of
needs6
, and focus on level such as belonging, esteem or self-actualisation. A limitation behind Daniel
Pink definition is the assumption that a drive always pull us forward. Depending on context and
situation, all the theories above are valid. Motivation is about being moved to do something. We can
be pulled or pushed. We can move toward or away from something. We can decide to take action
based on an inside satisfaction or the vision of an external reward. Still in all situations, we decide to
take action. In life & death situation, some people decide not to move and die, while others move,
act and live. Similar situations, similar consequences, similar motivation generating situations, and
still we find two different reactions. Motivation being the actual start of the movement, it can only
be intrinsic, as only the individual can decide to move. What can be intrinsic or extrinsic is the
trigger, the one element that initiates the motivation.
Late Latin gives us another fascinating clue here. Emotion, like motivation, comes from the word
movere (e –from ex: out- + movere –to move). Emotion means to move out7
. From an internal or
external trigger, individual processes information, creating at some point a kinaesthetic sensation –
an emotion, either positive or negative. This kinaesthetic sensation, when positive, creates
motivation, aka the desire to act8
. The trigger to motivation is usually an emotion.
What we often forget is that motivation is a brief operation, a brief kinaesthetic reaction that
starts the movement. The truly challenging point is to maintain that motivation. This can only
happen when there is a positive feedback loop on the action taken thanks to the initiation of
motivation. The story goes as follow 1) we read the trigger -it can be something we see, hear, taste,
smell or feel, and it can be external or internal 2) we associate this to mental pictures9
-where we
see the result of taking action 3) these images are used to trigger our decision10
-if the result is
satisfactory, according to an identified criteria, we initiate motivation 4) by acting, we generate a
new emotion (or feeling, where feelings can be seen as the interpretation of the emotion) -when this
emotion matches our defined criteria, we maintain our motivation11
. We call this a motivation
5
http://www.thersa.org/events/rsaanimate/animate/rsa-animate-drive
6
http://changingminds.org/explanations/needs/maslow.htm
7
http://www.etymonline.com/index.php?term=emotion
8
This was studied by Richard Bandler and John Grinder, in their first volumes about NLP, a summary
information page can be found at http://www.nlpu.com/Patterns/patt17.htm by Robert Dilts. This does not
mean that the actual action has to be pleasant; the motivation can be the satisfaction of completing the
action.
9
Described in the realm of NLP with the NLP model of communication, this was proven scientifically by Jeff
Hawkins a neuro-scientist
http://www.ted.com/talks/jeff_hawkins_on_how_brain_science_will_change_computing.html
10
Research has concluded that people make decisions, based on the emotions they experience at the time of
choice in reaction to the mental picture of the choices outcomes, rather than logical reason, Loewenstein G,
Weber EU, Hsee CK, Welch N (2001), Risk as feelings, Psychological Bulletin 127(2) 267-286 cited in Gerard P.
Hodgkinson and Mark P. Healer, Psychological foundations of dynamic capabilities reflexion and reflection in
strategic management
11
Easy then to understand how kids can lose their motivation for learning in school…

September 2014
strategy. Each of us have different motivation strategies based on context and past experiences, and
for each strategy we have a feedback loop12
.
We agree motivation is intrinsic, however we identify this motivation needs a trigger, and this
trigger is either intrinsic or extrinsic.
Can we or can we not, then, as coach, motivate individuals?
Like everything in coaching… it is neither black nor white… rather the amazing grey of a night with
moonlight. No, we cannot motivate individuals, in the sense that we cannot force them to take
action. Yes, we can motivate individuals, in the sense that we can assist them in recognizing their
trigger, finding better ones and creating appropriate feedback loop to maintain their motivation.
Let’s take the sample of a client XX, who wants to stop smoking. XX has the motivation to stop (a
pain in the chest) and is able to stop. A few days later, XX is back smoking. What happens? First -the
motivation is there, since action is taken. Next -the trigger is there; it is intrinsic and linked to a mild
chest pain. Then –the feedback loop is inappropriate; XX stops smoking for a few days, the pain
disappears, the motivation to stop disappears. The criteria to maintain the motivation is
inappropriate. XX has more of a ‘push’ type of motivation, associated with a movement of ‘going
away from something’13
, leading to inconsistent results. That’s simple, as soon as we are away
enough from the unpleasant criteria, our motivation lowers and we move back toward the
unwanted item, until we get closed enough to be motivated again14
. We can easily see, with XX
situation, how focusing on for instance -being healthier –using the cigarette money for a restaurant
weekly- is more likely to maintain motivation. With these types of vision, XX creates a ‘toward to’
movement. The closer XX gets to the motivator initiator, the more motivated XX becomes. This is a
‘pull’ effect, our trigger pulled us forward15
. Working with client XX, we had to define together what
could pull XX forward, and ensure that it was strong enough for XX to maintain motivation. To do so,
we looked at XX’s values; we brought health as a priority then XX created a vision of the future. To
assist with the action, we set up small enough goals, creating numerous milestones to reinforce
motivation. We can see that action and motivation feed each other. Without action creating positive
results16
, it is impossible to maintain motivation. Setting goals with clients becomes extremely
important, where the essence of these goals is to generate a feeling or emotion, especially a positive
one.
12
Sample of testimonies of a sport person doing self-coaching and working on their feedback look
http://becomingthelion.blogspot.fr/2013/01/a-note-on-negative-feedback-loops-in.html
13
We can find various post or discussion on away from versus toward to, such as
http://www.uncommonforum.com/viewtopic.php?t=23019, http://www.nlpco.com/library/business/towards-
away-tech/#axzz2UnAmCp3T, http://www.employmentking.co.uk/nlp/motivating-your-team-%E2%80%93-
towards-and-away-from-motivation/ - Some posts present interesting information on Linguistics and words to
look for in order to recognize motivational direction of clients, when describing their actions or intentions.
14
I call this the saw shape motivation
15
Note that with this pull definition, trigger can be internal or external (not like the push/pull theory of
motivation, where pull is always associated with external factors)
16
We understand positive results from client’s perspective

September 2014
Let’s review now three coaching tools, that can assist coaches in being able to clarify the
individual’s values, purpose and vision, and then, when needed, to collaboratively set goals that
‘pull’ the individual towards achieving them,’ –first, the ACE FIRST, a cognitive behaviour model –
second, the Appreciative Inquiry (AI) –third, the GROW(TH) model.
The ACE FIRST model is coming from cognitive behavioural coaching, a powerful approach
focusing on the psychological aspect as well as the practical aspects of goal achievement17
. Using this
model in specific context, such as completing a task, the coach seeks to identify the following
elements18
: A-Action C-Cognitions E-Emotions (the primary elements of change) and then F-Focus I-
Intention R-Results S-System T-Tension (the context in which change is sought). Primary elements of
change and the context, in which change is sought, are linked by effective or ineffective patterns.
Information identified under emotions and cognition is extremely useful in understanding trigger
behind client’s motivation (or non-motivation), while information under action give us immediate
steps which can be used as small incremental goals. Information from results, intention, focus and
system, give elements to define more appropriate trigger and feedback loop. The ACE FIRST model,
being really context specific, is ideal to use during one full session on a specific task and can be
perfect for ‘loosening’ the client thinking, where follow up work can be then done in a wider context.
If we go back to the example of XX motivation to stop smoking, if XX is interested into doing a sport
event, the ACE FIRST could be used for that specific sport event, as a starting point before working in
the wider context of bringing health and lifestyle as priority, for them to become true motivator for
stopping smoking. With ACE FIRST, we work with values, purpose (sometimes vision as well, short
term vision linked to a context) and an immediate goal.
The Appreciative Inquiry (AI) comes from David Cooperrider work in the 1980s19
. Primarily an
organizational development method, AI can easily be used with individual. The concept is simple.
Based on the assumption that we change in the direction we inquire20
, AI launches an inquiry in the
direction of the solution or the positive change we look for. In some cases when motivation is not
triggered, and clients enter state of procrastination, we have identified that the mental picture they
are making of the results of their action is not any more motivator; often this is linked to clients
focus being on the issue they are facing rather than the solution. Using AI, coaches assist clients in
re-discovering the outcomes they are working for. In addition, the approach elicits positive resources
and emotions, what is needed to build proper motivation trigger. The AI approach most often
follows the 4D model –Discovery (‘what gives life?’) –Dream (‘what might be?’) –Design (‘how can it
be?’) and –Destiny (‘what will be?)21
. Questions from the coach are to be appreciative, applicable,
provocative and collaborative. AI is a collaborative search between coach and client for finding the
best in their client, assisting in creating a vision. We are now speaking about vision and goals, in a
wider context than used in the ACE FIRST model. As well the first two steps (discover and dream) can
bring to lights individual values. It’s important to note that even if one step is called Dream, this
17
King Paula (2013), Advanced Diploma in Personal & Executive Coaching, Ed. Kingstown College, module 5.
18
Graham Lee (2003), Leadership Coaching: From personal insight to organisational performance, Ed. CIPD
(chapter 2)
19
http://www.appreciativeway.com/appreciative-inquiry/appreciative-inquiry-faq.cfm
20
This concept aligns with positive thinking, as well as with NLP methodology, and seems to be supported by
neuro-science research on the RAS system.
21
Cooperrider David L., Whitney Diana, Stavros Jacqueline M. (2008), Appreciative Inquiry Handbook: For
Leaders of Change, Ed. Crown Custom Publishing, Inc.

September 2014
approach really focus on creating reality, using five principles, one being the positive principles.
Following the analysis we did on motivation and motivation strategies, we can see how a focus on
positive principles really assist in maintaining motivation as well as creating appropriate trigger, the
same way than the creation of the vision will bring the ‘pull’ effect.
The GROW(TH)22
model aligns with tools such as SMART goals23
, or the NLP well-formed
outcomes24
. GROW(TH) stands for Goals, Reality, Options, Will (or Wrap up), TH being for Time-Scale
and How. Similar to SMART model, GROW(TH) has a wider scope25
and cab be apply to life context,
organizational context, looking at creating powerful vision at times. Very visual when done on a
flipchart with clients, this model starts by defining goals, in a wide sense. R is for Reality, but could
also be used for Resources, defining the reality of the situation. O for options stands also for
Opportunities and brings the positive focus/intention we talked about when reviewing the AI
approach. W, for Will or wrap-up, can also include the ‘what’s in it for me’ which is a great place to
assess what is the actual motivation, and if the trigger behind this motivation as well as the feedback
loop is appropriate. T for Time-scale or Time-bound, gives the necessary timeline to create a sense of
urgency as well as places to identify milestones for the client to celebrate. With the last component,
the How, we review strategic planning and practical information. This GROWTH approach gives
client and coach a great tool to collaboratively set goals, here again with an emphasizing on the pull,
by creating a vision, and we can see a possible evolution between the three model, from ACE FIRST,
to AI to last GROW(TH) which can nicely pace client.
22
John Whitmore (2009), Coaching for performance, GROWing human potential and purpose, Ed. Nicholas
Brealey
23
SMART goals are now widely used in the industry, either coaching individuals, teams or organization, SMART
stands for Specific, Measurable, Attainable, Realistic, Tangible or Time Bound (Slightly different version can be
found)
24
The NLP well-formed outcomes integrate SMART information. In addition, everything has to be stated with
affirmative sentences and every actions/steps listed has to be owned by the individual, enforcing possibility
and empowerment
25
Goals defined with SMART can be part of a GROW model. GROW model accommodates focus on outcomes
at long term, where an outcome can be a set of individual goals. It’s interesting to notice that initially the
GROW included TH within the W (where W was for Will, When, What).

September 2014
Conclusion
With this discussion, I review the fact that motivation is intrinsic. However triggers to motivation
are either intrinsic or extrinsic (and either positive or negative) leading us to be motivated to move
away from something or toward something. Once motivation is triggered we use a feedback loop to
maintain motivation. Though coaches cannot motivate individuals, they can assist individuals in
modifying their motivation trigger, as well as their feedback loop in order to use more effective
pattern. These modifications are indeed done based on the examination and clarification of client’s
values, purpose and vision. At the same time work is done between coach and client, to
collaboratively set goals that pull the individual toward achieving them; the fact of having a pull
leading to consistent behaviour and results. Collaboratively is a key word as client is king here, and
the coach is there to assist through a dialogue. As mentioned in the introduction, listening is the
difference that makes the difference. Three tools were presented that coach can use to work with
client when working on their motivation, moving them from the stuck zone to the unstuck zone: the
ACE FIRST model (based on cognitive behaviour coaching methodology, and used on a specific
context), the AI inquiry (using solution focused approach, developing vision and resources) and last
the GROW(TH) model, a methodology for goals settings. In the analysis on motivation, we agreed
that motivation, emotions and actions are linked together, emotions triggered motivation,
motivation triggered actions and actions (and its results) maintain motivation by creating positive
emotions. Goals and actions plan are used to support this movement, this motivation, and generate
the change sought by the coachee.

September 2014
Bibliography
Hyperlinks to third-party websites are provided by the author as a convenience to the reader. The author does
not control these sites and is not responsible for the content, update or accuracy of these sites. The author does
not endorse or make any representations about the companies, products, or materials accessible through these
hyperlinks. If you opt to hyperlink to sites accessible through this book, you do so entirely at your own risk.
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http://www.merriam-webster.com/dictionary/motivation
https://en.wikipedia.org/wiki/Motivation
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motivation/ (2010)
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(http://www.ted.com/talks/jeff_hawkins_on_how_brain_science_will_change_computing.html)
King Paula (2013), Advanced Diploma in Personal & Executive Coaching, Course material
Lee Graham (2003), Leadership Coaching: From personal insight to organisational performance, Ed. CIPD
Loewenstein G, Weber EU, Hsee CK, Welch N (2001), Risk as feelings, Psychological Bulletin 127(2) 267-286
cited in Gerard P. Hodgkinson and Mark P. Healer, Psychological foundations of dynamic capabilities reflexion
and reflection in strategic management
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on-negative-feedback-loops-in.html)
Pink Daniel (2009), The puzzle of motivation, Ted Talks (available as well on RSA.org at
http://www.thersa.org/events/rsaanimate/animate/rsa-animate-drive)
Tay L, and Diener E. (2011). Needs and subjective well-being around the world. Ed. Journal of Personal Social
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Whitmore John (2009), Coaching for performance, GROWing human potential and purpose, Ed. Nicholas
Brealey

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