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The skilled helper
Gerard Egan
Egan's Skilled Helper Model (1975)
• identifies the different stages within
the helping process
• outlines different skills appropriate to
each stage
• The model is flexible and easy to
understand
• It provides a map OR framework on
which to hang the skills
The Model
Stage 1
The Current Scenario
Stage 2
Stage 3
The Preferred Scenario
Acton
The Story
Possibilities
Possible
Actions
Blind Spots
Change
Agenda
Best Fit
Leverage
Commitment
What I have/got
now ?
What I want /need?
Well formed outcomes
Plan
How I am going to
get what I
want/need?
Stage One Processes
To learn to manage problems clients need to understand them first
‘What’s really going on?’
1. This stage explores the current state of affairs;
The problem situation
2. Blind spots; missed opportunities
3. LEVERAGE ; Helps clients focus on significant
concerns
1.1 The Story
This stage involves developing a trusting
relationship with the client based on
congruence, empathy and UPR
Use the counselling skills of; attending,
paraphrasing, reflecting, silence, summarising
and open questioning
Help the client to identify problems & resources
they have
1.2 Blind Spots
Seeing problems & situations more
objectively
Exploring any unused opportunities
Helping the client to focus on their
situation
Using the communication skills, focusing
skills and challenging skills.
1.3 Leverage
help the client to work on issues, problems choices
that will make a difference.
If the problem is complex where does the client
begin?
The helper helps the client to see their problem in
terms of; Feelings, Thoughts & Behaviours
It may mean starting on the easiest problem in order
to give the client confidence to explore more difficult
issues.
A Step by step approach
Perhaps dealing with a crisis situation first .
Stage Two Processes
‘What solutions make sense for me?’
• Help clients to identify possible goals –
what do I want instead of what I currently have?
• Choices & change
what do I need vs what do I want?
• How much do I really want this change?
What am I willing to ‘pay’ for it?
2.1 Possibilities
Help the client set a range of opportunities in
order to become better choosers and make
better choices – informed decision making
Is what they want achievable and realistic
If they got what they wanted how would life be
different. What would it look or feel like?
‘SMART’
A model for setting goals
S pecific
M easurable
A chievable
R esourced
T ime limited
2.2 Change Agenda
At this stage the helper is
Helping the client to translate what they
want into viable agendas for change (plans)
Helping to set goals in terms of clear and
specific outcomes
2.3 Commitment
Helping the client to commit to their goals
This is a difficult as clients/people find it difficult to commit to change
This stage can perhaps be characterised & summarised by exploring the
following questions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
How much do I want this?
How hard am I willing to work to achieve it?
Am I choosing this freely – self determination & autonomy?
How much do I believe in my ability to achieve this change?
How motivated am I to succeed?
What barriers exist to me committing fully to this change?
Can I minimise these barriers?
What resources may help me?
Is this the right time to effect this change?
Stage Three Processes
‘How do I get what I need or want?’
• Help clients to identify possible ways of getting the
outcome they desire
How many ways are there of getting what I want / need?
• Which of these suits me best?
What will work best in my situation, with my resources, what suits my own
values best, which will have the least negative impact for others?
• What kind of plan?
How do I make it all happen?
3.1 Possible Actions
•Brainstorm strategies for action
•How many ways can the client get where
they want to go?
•Think creatively
3.2 Best Fit
Which action best fits the client’s resources,
preferences and life?
Needs to fit the client’s values
Needs to be achievable and realistic and fit in
with their environment
A checks & balances approach
3.3 Plan
Help formulate a plan of action
Step by step plan to accomplish their goals
Which actions are priority
What is the appropriate time frame
Which steps may need further sub-steps
Evaluating the process
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•
•
•
•
What will you do if the plan stops working? – contingency
How to avoid procrastination – what’s really stopping me?
What incentives can you identify to maintain action
How will you manage set backs
What other supports might you need once the ‘helper’ is no longer
available
• Do you need to develop other skills to sustain and maintain the
change
• Was it enough to simply explore change without taking action
Action leading to valued outcomes