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Course Outline
Defining Coaching
- Ensure clarity on what coaching is and how it is applied
- Link “coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
- Understand how shared learning can be readily translated into a “commitment to action”
Coaching Models
- Introduction to the GROW model
- G = Goal: the purpose of the discussion or the changes the individual or 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 possible? Is there anything further...?
- W = Will: is there the desire to follow through, or will one of the other factors – GRO – hinder the achievement of change? How will progress be measured?
- Consideration of all factors required in:
- Turning vision into reality
- Delivering measurable outcomes
- Making effective decisions
- Managing change
- Introduction to the House of Change: understanding that it is sometimes necessary to make things worse before they can improve
Becoming a Successful Coach
- How does a coach behave?
- What does a coach do?
- Understanding the need to remain separate – perhaps aloof – from the details, contributing individual comments or suggestions only at appropriate times
- Coaching the performance of individuals whose day-to-day work we do not fully understand
The Link with Performance Management
- Objective setting – understanding what is required
- Managing against these objectives – understanding what success or shortfall looks like
- Recognising (and rectifying) under-performance; particularly identifying the causes of under-performance (which may have nothing to do with the individual’s workload)
- Coaching and feedback: connections and distinctions
Coaching in Practice
- Facilitated coaching sessions – initially in a group setting to allow for targeted feedback; followed by coaching pairs – to apply the models previously discussed.
7 Hours
Testimonials (2)
training and feedback
Jochen Jung - Bachem
Course - DZM – delegating tasks and motivating employees
Promoting the interaction between people.
