Coaching practices for Session Review Coaching
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Session Review Coaching, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I start each coaching conversation from scratch and never circle back to what the person said they’d do last time
- I only ever stop to reflect when something blows up
- I finish a session and just move on without ever sitting down to name what actually worked and what didn’t
- When I sit down to review, all I do is read my notes over and over, and they feel familiar so I assume I know them
- Every time I review how I acted today I catch myself building a defense
Practices that may help
- Close the GROW loop with session review
At the start of the next session, review what was committed and what actually happened before setting a new goal.
The GROW Coaching Model, Made Practical - Build a regular AAR cadence, not just crisis-triggered reviews
Reviews triggered only by problems create a negative-events database; a regular cadence captures ordinary learning that compounds.
After-Action Review: The US Army’s Tool for Continuous Learning - Debrief each session with a structured reflection
Write a three-question debrief right after practice to convert experience into learning.
Growth-Edge Training: Practicing at the Edge of Your Ability - Reduce: convert main notes to questions in the cue column
After the session, cover your notes and write a question in the cue column for each main idea.
Cornell Note-Taking: A System for Learning, Not Just Recording - Post-session reflection
Immediately after a learning session, evaluate what you learned, what strategies worked, and what to do next.
Self-Regulated Learning: Taking Control of How You Learn - Seneca’s evening court — judge the day as an honest prosecutor
Review the day as a fair judge would: what was the evidence, what was the verdict, what is the sentence?
The Pythagorean Evening Review - Share the review with someone who will ask honest questions
A review held privately is easier to fudge; one shared with an honest questioner is harder to rationalize.
The Annual Review (Tim Ferriss Method) - Run brief after-action reviews without blame
After any significant outcome — success or failure — ask four questions together as a team.
Psychological Safety in Teams - Ask for clarity and honest perception
Before reviewing, pause to ask for the capacity to see honestly rather than defensively.
The Ignatian Examen: Five Movements of Daily Review - Close with "What was most useful for you?"
The closing question turns the conversation into a learning that sticks — and teaches you what is actually valuable.
The Coaching Habit: Seven Questions to Be More Coach-Like
Related concerns
- Chapter Exercise Self Reflection
The review is incomplete until you name one specific thing you will do differently tomorrow.
End every review with a single resolved next action
- Post Session Review Focus
Spend 5 minutes after each session noting what you accomplished, what distracted you, and one adjustment for next time.
Conduct a brief review immediately after each hyperfocus session
- Values Review Practice
The Stoic daily review is a structured morning-and-evening self-examination practice — rooted in Marcus Aurelius, Seneca, and Epictetus — that trains attention on what is within your control, builds honest self-knowledge, and interrupts reactive patterns before they compound. Evidence is largely mechanistic and clinical; no randomized trials exist, but the underlying cognitive mechanisms align with modern research on self-monitoring and reflection.
- Affective Self Review
Review the day as a fair judge would: what was the evidence, what was the verdict, what is the sentence?
Seneca’s evening court — judge the day as an honest prosecutor
- After Action Review Personal
An after-action review (AAR) is a structured debriefing developed by the US Army that asks four questions after any event: What was supposed to happen? What actually happened? What caused the difference? What do we do differently next time? Applied consistently, AARs build a culture of learning from experience rather than simply moving on. The evidence base is primarily observational and practice-based; experimental studies are limited but supportive.
- After Action Review The Us Army S Tool For Continuous Learning At Work
An after-action review (AAR) is a structured debriefing developed by the US Army that asks four questions after any event: What was supposed to happen? What actually happened? What caused the difference? What do we do differently next time? Applied consistently, AARs build a culture of learning from experience rather than simply moving on. The evidence base is primarily observational and practice-based; experimental studies are limited but supportive.
Describe your situation in your own words to search the complete practice library.