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auditory means, it may be necessary to clearly restate your interpretations of the situation, using specificquestions to ensure you are capturing their meaning.A key aspect of coaching is ensuring that the client is the one driving the process. A Coach needs to get theclients input on how to resolve financial or employment issues. Do not impose a solution or goal on the client,but guide them as necessary to healthy tactics or methods to better their situations. Furthermore, inquire aboutthe specific steps. It may seem silly to ask about the first step to opening a savings account, but having the clientsay the steps aloud will positively impact the learning process.You should imagine the coaching relationship as a triangle, where you and the client are on separate sides, bothdriving forward to the peak at the top. You and the client share equal power in the relationship, and you bothgive power to it. The below diagram was developed by the Central New Mexico Community College.The Coaching RelationshipCoachClientGives objective assessment and observationsCreates the coaching agendaPractices deep listening to fully understand theIdentifies meaningful goalsindividuals’ circumstancesActs as a sounding board, supports possibilities andAssumes full responsibility for decisions anddecision makingactionsFosters shifts in thinking to reveal freshTakes courageous action in alignment withperspectivespersonal goals and aspirationsMaintains professional boundaries and adheres to Utilizes the tools, concepts, and principles providedethical standardsby the coach Central New Mexico Community College, 2013Who owns the coaching session?It is important that the client take responsibility for the coaching relationship right from the beginning. You needto make sure your agreements are clear and that the client has ownership for the relationship. Remember thatyou are a professional; do whatever is needed to create an environment of professionalism with clearexpectations.

Most of the clients you encounter may be seeking employment, and you may be aware of that before they walkthrough the door. FSCS is different than other social service agencies, and vastly different from a staffing agency.The client’s goal may be to “get a job.” There is much more to it than that! What is behind the need for a job?Where does the passion lie? What are the core values of your client? It is your responsibility to find this out, andalways remember, if you don’t ask, they may not tell.It is the Coach’s duty to guide this client-driven process by engaging the clients in active listening and powerfulquestions. The Coach empowers each client to be the expert on her specific need, goal, and choice, and to setreasonable goals and timelines. The Coach must respect the client’s decisions and goals and stay true to theunique and individualized plans that the clients create. Although the client is the one who creates the milestones,it is the Coach who establishes the framework for accountability as the steps towards the goals are carried out.Powerful QuestionsOne of the key skills to being an effective Coach is learning how to ask the right questions. When timed correctly,powerful questions put a halt to evasion and confusion. By asking the powerful question, the Coach invites theclient to clarity, action, and discovery at a whole new level. These are generally open ended questions thatcreate greater possibility for expanded learning and a fresh perspective.Well timed powerful questions cause clients to think on their own. We believe our clients to be intelligent andwell-informed people and that they are the ones with the answers to their situations. The Coach should not steerthe client to a solution, but use powerful questions to spur new thoughts that the client may not have come upwith yet.Asking the right coaching questions gives someone who’s busy and competent the space in which to step backand examine themselves. The function of a coaching question is not to demonstrate a Coach’s supreme creativityor outstanding intelligence, but to really help the client focus on their issues with a creative perspective. When aclient cannot easily find answers or solutions, it is wasted time to search in the same way in which the client hasalready done. It is useful however, to help the client reconfigure or reboot their way of defining the issue, ofconsidering the problem, or of visioning an ambition. (metasysteme-coaching.edu)Please refer to this list of powerful questions developed by Co-Active Coaching Institute.Spending PlanThe Spending Plan, or budget, is a pivotal piece in the coaching session. This is a required form and is necessaryon the initial visit. The Spending Plan is to be updated throughout the relationship with the client when changesto incomes and expenses arise. You should utilize your active listening skills, because you will likely observe theincome and spending habits of a client when they are telling you their story through the session. When it comesthe time to complete the Spending Plan, treat it like a game, where you are trying to get the most accuratesnapshot of a client’s financial situation, without actually going line-by-line on their bank statement.It is recommended that you fill this out with the client. If you task the client to fill these out alone, it may detractfrom the co-active relationship or allow the client to underestimate their spending behavior. Initially, you will notlikely know the exact spending amounts, but getting the client to present their best estimate and then going fromthere is a great start.All things considered, individuals typically are not open to telling a stranger about their finances. That’s why it’simportant to ease into the financial capturing process. Don’t pressure the client into releasing their income andexpenses until the client is fully aware of our program and the intentions behind it. We are here to help people

tap into their natural God-given talents and abilities, and capturing accurate financial data at the beginning andend of the relationship, as well as throughout the relationship, is a non-subjective way to measure a client’sprogress.Goals Sheet / Action PlanJust like the Spending Plan, another required step in the process filling out the Goals Sheet and Action Plan.Working together, the client needs to establish a realistic and attainable goal, and those goals need to haveidentifiable actions steps. We often use the SMART Goals platform, as it leaves little to chance in terms of thespecifics of the goal. Use the SMART method so the client reduces ambiguity and obstacles to envisioning thegoal and actually taking the first step.It is imperative that the client writes her goals down on her own. With this being said, the Coach and client willhave discussed in detail many specifics and methods behind building SMART goals. When it comes time in thesession to discuss their goals, you have to be exceptionally curious.Many times, the goal is to find employment. Additionally, the clients we see are often seem desperate andwilling to take any type job for any pay. We as Coaches need to dig a little deeper before going further. Forexample, if a client is seeking employment, you should have already asked these questions before filling out theGoal Sheet.An important part of the Coach and client relationship is how to manage the work load outside of the coachingsessions. The vast majority of the action steps are to be completed by the client. Remember, the outcomes andchanges occur in between sessions without the presence of the Coach. There are some action items that arewell-suited for Coaches. These include leveraging partnerships between employers/organizations to findopportunities, researching items that may be completely foreign to the client, or researching topics that wouldbenefit the Coach’s knowledge base and future coaching relationships.One of the hardest aspects of our jobs is how to keep our clients accountable. Often times, Coaches find itdifficult to keep clients actively engaged in between coaching sessions. This is because people tend to get caughtup in hectic flow of their lives, while allowing their financial goals to sit idle. Over time, you will develop yourown methods for keeping clients accountable. Here are some tips to keep your clients engaged.Documenting the Coaching SessionYou are required to keep clear and consistent notes on your client relationship. At minimum, we maintaincontact with our clients for six months. During this span, you are required to do follow-ups at the 30, 60, and 180day anniversary dates. For some clients who have a goal to obtain employment, these follow-up calls may just bechecking in to review any changes to their new job or wages. More in-depth coaching relationships may yieldmuch more frequent coaching sessions where on-going goals are touched upon.Keeping detailed and accurate notes is not only a good way to keep you organized and engaged with your clients,but it’s also a requirement for oversite from your management and funders. For each initial coaching session, inaddition to their financial data, your case notes should include the following:1. How client was referred to you2. Why the client initially came in3. Summary of client. To include:a. Work historyb. Their support network

c. Barriers the client may haved. Attitude of the cliente. What the client has done already to better their situation4. Summary of action plan and clients’ homework5. Coach’s homework6. Arrangements for the next coaching sessionFor follow-up coaching sessions, your notes should include at minimum:1. Was session scheduled or spur-of-the-moment2. What was discussed:a. Were action steps completed?b. Changes in data?c. New discoveries?3. Arrangements for the next meetingAs a Coach, you need to document every instance where you communicate with your client. Additionally, eachinteraction needs to be annotated whether it was by phone, email, or in-person, as well as how long eachinteraction lasted. This is part of being a good steward of your time and is also required procedure for manysocial service agencies where funders may audit your work.ConclusionFinancial coaching is still a young phenomenon and many aspects are yet undefined. The intensity of coaching,how long a relationship lasts, and the extent of supports provided to clients can vary dramatically from a fewsessions in a short period to many sessions over several months or even years.Financial coaching is not designed to be a therapeutic in nature. It more closely supports adherence to positivefinancial behaviors and the goals set out by the client. There are no common metrics across financial coachingprograms, but all are based in positive psychology, realistic goal setting, and a strong partnership focusing on thechanging of financial behaviors.Whether the relationships are short or long in duration, financial coaching is focused on positive language,forward thinking, and long term behavioral change. Be fully present with your clients and remember to take eachsuccess as it comes, and to celebrate together along the way.

Appendix A – Intake Form-Page 1RETURN

Appendix A – Intake Form-Page 2

Appendix B- Bill of RightsRETURN

Appendix C- Client – Coach Agreement RETURN

Appendix D- Outlook Calendar Event for Coaching SessionRETURN

Appendix E- Coach Job Description, page 1 RETURN

Appendix E- Coach Job Description, page 2RETURN

Appendix F- Employment Survey, page 1RETURN

Appendix F- Employment Survey, page 2RETURN

Appendix G- Spending Plan, page 1RETURN

Appendix G- Spending Plan, page 2RETURN

Appendix H- Goals SheetRETURN

Appendix I- Action PlanRETURN

Appendix J: Financial Capability ScaleRETURN

Appendix K: SMART GoalsRETURN

RapportAppendix L: Building RapportRETURN8 Ways to Build Rapport with your clients1. Talk about timea. Inform the client of how long coaching sessions last and let them know that they are in control. A clientmay be more relaxed knowing that the session has a start and end time2. Use your nonverbal communicationa. You should look as nonthreatening as possible. This means SMILE!b. Keep your head level so it doesn’t appear that you are looking down at themc. Keep a slight angle to the other person- don’t sit directly in front of them, toe to toe3. Speak slowlya. Speaking fast may imply that you are excitedb. Purposely slow down your delivery and take pauses for clients to absorb the content of what you havejust said4. Be empathetica. Place yourself in the client’s shoes; have you ever been in a rough spot in your life? Was it difficult toreach out for help? What feelings did you have? Shame? Remorse? Hopelessness? It’s not a Coach’sduty to feel pity, but to provide perspective to the client and collectively create solutions5. Ego Suspensiona. When two individuals engage in conversation, they each typically wait for the other party to completetheir statement, so the other person can then tell their own story on a related topic- and typically thesecond story is aimed at being more interesting. DO NOT DO THIS!b. You should practice good ego suspension and encourage the client to talk more about her story. Refrainfrom jumping in with your own stories or anecdotes and be extremely curious about theirs, and digdeeper than anyone else has before6. Validate your clienta. Listening: you are there to listen to the client--- you aren’t there to tell your story or impose your ideasi. By listening and not talking, it makes it easier to remember details about the clientb. Be thoughtful: Thoughtfulness is wanting others to be happy and anticipating their desiresi. Most of the time, you don’t realize that a person exhibits a high level of thoughtfulness, but allyou know is that you really like the person c. Acknowledge and respect their thoughts and opinionsi. The best way to get someone to do what you want them to do is to have them come up with theidea. The best way to have them come up with your idea is, no surprise, to honestly understandthe other person’s point of view and then build upon that base with your ideas.7. Ask . How? When? Why?a. When your client supplies more words and thoughts, utilize that content and continue to ask openended questions about the same topics.i. You shouldn’t be thinking about what you are going to say nextii. You shouldn’t be thinking about how the client is wrongiii. If you are really listening, then asking open ended questions based on the content of what theyare saying should be pretty easy8. Connect with quid pro quo (this for that)a. When working with clients that are introverted or guarded, it may be helpful to put forward someinformation about yourself to help alleviate the issue.i. Example: I also fell on hard times a couple years back- I went a little overboard at Christmas andmaxed out one of my credit cards. In January, I didn’t know how I was going to pay it down andfelt like I was drowning.

Appendix N: Client AccountabilityRETURN

Appendix O: GROW Model of CoachingRETURN

Appendix P: Powerful Questions, page 1rful QuestionsAnticipationWhat is possible?What if it works out exactly asyou want it to?What is the dream?What is exciting to you aboutthis?What is the urge? What doesyour intuition tell you?AssessmentWhat do you make of it?What do you think is best?How does it look to you?How do you feel about it?What resonates for you?ClarificationWhat do you mean?What does it feel like?What is the part that is not yetclear?Can you say more?What do you want?ElaborationCan you tell me more?What else?What other ideas/thoughts/feelings do you have about it?RETURNEvaluationWhat is the opportunity here?What is the challenge?How does this fit with yourplans/way of life/values?What do you think that means?What is your assessment?ExampleWhat is an example?For instance?Like what?Such as?What would it look like?ExplorationWhat is here that you want toexplore?What part of the situation haveyou not yet explored?What other angles can youthink of?What is just one morepossibility?What are your other options?For InstanceIf you could do it over again,what would you dodifferently?If it had been you, what wouldyou have done?How else could a personhandle this?If you could do anything youwanted, what would you do?Fun as PerspectiveWhat does fun mean to you?What was humorous aboutthe situation?How can you make this morefun?How do you want it to be?If you were to teach peoplehow to have fun, what wouldyou say?HistoryWhat caused it?What led up to it?What have you tried so far?What do you make of it all?continued

Appendix P: Powerful Questions, page 2RETURNImplementationWhat is the action plan?What will you have to do to getthe job done?What support do you need toaccomplish it?What will you do?When will you do it?IntegrationWhat will you take away fromthis?How do you explain this toyourself?What was the lesson?How can you make sure youremember what you havelearned?How would you pull all thistogether?LearningIf your life depended on takingaction, what would you do?If you had free choice in thematter, what would you do?If the same thing came up again,what would you do?If we could wipe the slate clean,what would you do?If you had it to do over again,what would you do?OptionsWhat are the possibilities?If you had your choice, whatwould you do?What are possible solutions?What will happen if you do, andwhat will happen if you don’t?What options can you create?OutcomesWhat do you want?If you got it, what would youhave?How will you know you havereached it?What would it look like?PerspectiveWhen you are ninety-five yearsold, what will you want to sayabout your life?What will you think about thisfive years from now?How does this relate to your lifepurpose?In the bigger scheme of things,how important is this?So what?PlanningWhat do you plan to do about it?What is your game plan?What kind of plan do you need tocreate?How do you suppose you couldimprove the situation?Now what?PredictionsHow do you suppose it will allwork out?What will that get you?Where will this lead?What are the chances ofsuccess?What is your prediction?ResourcesWhat resources do you need tohelp you decide?What do you know about it now?How do you suppose you canfind out more about it?What kind of picture do you haveright now?W

Financial Coaching applies techniques from positive psychology, a branch of psychology focused on improving life experiences. Coaching techniques have been used in all careers and professions and are often key aspects of mentoring and motivational roles. Non-profit programs have been applying coaching techniques to financial