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Course Outline
Defining Coaching
- Ensure clarity on what coaching is and how it is applied
- Connect 'Coaching' as a discipline to improving individual and team performance (or analyzing and addressing under-performance)
- Understand how shared learning can be easily translated into 'commitment to action'
Coaching models
- Introduction to the GROW model
- G = Goal: the purpose of the discussion or the 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 there the desire 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
- Recognizing (and addressing) under-performance; particularly recognizing the causes of under-performance (which may have nothing to do with the individual’s workload)
- Coaching and Feedback: links and differences
Coaching in Practice
- Facilitated coaching sessions – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
7 Hours
Testimonials (2)
training and feedback
Jochen Jung - Bachem
Course - DZM – delegating tasks and motivating employees
Promoting the interaction between people.
