Coaching for Success: Growing People, Getting Results

WHO: This workshop is designed for:

  • Managers and supervisors of employees
  • Leaders of teams
  • Anyone charged with performance coaching

PURPOSE: This is a workshop that:

  • Transforms managers and leaders from bosses to coaches
  • Helps managers learn to balance growing people and getting results
  • Models effective coaching strategies
  • Shows how to execute five coaching roles
  • Allows for practice of three coaching skills
  • Teaches how to allow for individual differences

OBJECTIVES: Participants in this workshop will:

  • Recognize the difference between coaching, mentoring and counseling
  • Discover four steps to an effective coaching process
  • Analyze five coaching roles and apply them to real coaching situations
  • Practice three coaching skills
  • Assess individual differences and choose appropriate coaching strategies

TAKE AWAYS: Participants will leave the workshop with:

  • An action plan for implementing their new coaching skills and strategies
  • A coaching workbook with key learning insights
  • Templates for understanding the style of those they coach
  • A set of coaching application cards for handy reference in coaching situations
  •  Strategies for growing people and getting results

To meet the stated objectives of the workshop, a two-day format is recommended. During the two days, participants will have the opportunity to learn the key concepts of, and more importantly, to practice the key skills and strategies of coaching. They will leave with a familiarity of key coaching principles and the confidence that they can perform the coaching roles and skills with a certain level of competence.

The coaching content can be customized to meet each organization’s needs and objectives. Shorter awareness sessions of ½ day or 1 day are also available, where participants will be exposed to the key concepts and strategies of effective coaching.

Agenda: Course Overview

Coaching Definition and Philosophy

  • Growing People, Getting Results
  • 4 G Coaching Model
  • The Coaching Process: Roles and Skills
  • Coaching to Individual Differences

Coaching Roles 

The Coach as Confidant (Mentor) – Learn to be a “guide on the side”, not the “sage from the stage”. Coaches discover how to help their coachees solve their own challenges by asking solution-focused questions. The focus of this role is on building trust and developing confidence in team members to perform on their own, always with the end in mind.

The Coach as Cheerleader (Encourager) – Learn to recognize good behavior and good performance, and know what to say in response. Discuss and discover why it is often easy to overlook good performance and results, and make a commitment to encourage the behaviors that are desired. Recognize that “behavior that gets rewarded gets repeated”.

The Coach as Corrector (Re-director) – Learn to re-direct the performance of a team member who is not doing things correctly or who is not getting the desired results.  Keep the focus on the behavior and the outcomes, not on the person. Discover how to handle the tough people situations that involve bad hygiene and bad habits.  Gain confidence in dealing with these sensitive issues.

The Coach as Challenger (Confronter) – Learn to work with team members who are headed down a “dead-end road”. Focus on the consequences of their behavior, and the process for resolving the issue or dismissing the employee. Discover how to handle these “situations of last resort”.

The Coach as Co-Facilitator (Conflict Manager) – Learn how to facilitate conflict between two team members without accepting responsibility for their issues. Keep the “monkey on their shoulders”, not on yours.  Practice a time-tested formula that will help them take responsibility for their own solutions.

Coaching Skills

  • Asking Questions Effectively – Practice three specific skills related to good questioning techniques: 1) Asking open-ended, solution-focused questions, 2) Pulling out specifics, and 3) Evaluating the real meaning of the communication.
  • Listening Effectively – Practice three skills of listening: 1) Acknowledging the speaker, 2) Paraphrasing his/her comments, and 3) Empathizing without necessarily agreeing.
  • Giving Effective Feedback – Practice four skills of effective feedback: 1) Focusing on the behavior, not the person, 2) Telling them specifically what was done or said, 3) Giving timely feedback, 4) Allowing for individual differences.
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