Coaching Skills Training Course
This course is delivered in English.
Staff who need to be fully prepared to deliver high quality Coaching sessions
- To individual members of their own staff
- To their teams
- To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input
Format of the course
A combination of:
- Facilitated Discussions
- Delegate Coaching sessions – with full feedback
By the end of the course, delegates will be able to:
- Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance
- Deliver meaningful Coaching Sessions
- Ensure clarity on what exactly Coaching is and how it is used
- Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
- Understand how learning shared can easily be transferred into a “commitment to action”
- Introduction to the GROW model
- G = Goal: the purpose of the discussion or changes the individual / team wishes to make
- R = Reality: an honest assessment of the current situation and the need for change
- O = Options: what can be done to achieve that change; what else; is there anything else…?
- W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress?
- Consideration of all the factors required in:
- Turning vision into reality
- Delivering measurable outcomes
- Making effective decisions
- Managing the change
- Introducing the House of Change: understanding the need sometimes to make things worse before they can get better
Becoming a successful Coach
- How does a Coach behave?
- What does a Coach do?
- Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times
- Coaching performance from individuals whose day-to-day work we don’t understand
The link with Performance Management
- Objective setting – understanding what is required
- Managing against these objectives – understanding what success / shortfall looks like
- Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload)
- Coaching and Feedback: links and differences
Coaching in Practice
- Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
The more delegates, the greater the savings per delegate. Table reflects price per delegate and is used for illustration purposes only, actual prices may differ.
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