Key in the coaching process is helping the CBC design actions.  These actions need to be created in a joint effort between the CBC and coach.  These actions are opportunities for ongoing learning that will most effectively lead to agreed-upon results.  The coach brainstorms and assists the CBC in defining actions that will enable the CBC to demonstrate, practice and deepen new learning.  He/she engages the CBC to explore alternative ideas and solutions, to evaluate options, and to make related decisions, and promotes self-discovery. 

The coach helps the CBC apply what has been discussed and learned during sessions into the work and life of the congregation.  It is important for the coach to celebrate the congregation’s successes and capabilities for future growth. Just as important the coach must also challenge the congregation’s assumptions and perspectives in order to provoke new ideas and find new possibilities for action, and engage the CBC to consider them, and begin carrying them out.

The coach must never forget to provide immediate support, and encourage, stretch, and challenge the CBC in a comfortable pace of learning. This is accomplished by planning and goal-setting with the CBC.  The goals address concerns and major areas of redevelopment.  These goals create a plan with results that are attainable, measurable, and specific and have target dates.  The coach helps the CBC make plan adjustments as warranted by the coaching process and by changes in the situation, and helps the CBC identify and access different resources for learning (e.g., books, other professionals), and identifies and targets early successes that are important to the CBC.  This includes managing progress and accountability. 

The coach must have the ability to hold attention on what is important for the CBC and to leave responsibility with the congregation to take action.  This means the coach will make clear requests of the congregation’s actions that will move them toward the stated goals of redevelopment.  The coach must demonstrate follow through by asking the CBC about those actions that they committed to during the previous session(s) and must acknowledge the CBC for what they have done, not done, learned or become aware of since the previous coaching session(s). 

This means effectively preparing, organizing and reviewing with the CBC information obtained during sessions, and keeping the CBC on track between sessions by holding attention on the coaching plan and outcomes of the agreed-upon courses of action. 

The coach focuses on the coaching plan but is also open to adjusting behaviors and actions based on the coaching process and shifts in direction during sessions.  He/she is able to move back and forth between the big picture of where the CBC is heading, while setting a context for what is being discussed and where the CBC needs and hopefully wishes to go.  The coach needs to hold the CBC accountable for what they say they are going to do, and for the results of an intended action, or for a specific plan with related time frames. 

It is important for the coach to develop the congregation’s ability to make decisions, address key concerns, and develop spiritually.  The coach must positively confront the CBC with the fact that they did not take agreed-upon actions.  It is important that the coach have as one his/her foundational tenants the ability to look at the congregation being coached as possibilities for constant reinvention.  We must teach the CBC to pray for God to constantly be renewing a right spirit within the body, according to Psalm 51:10.