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Course Outline
Defining Coaching
- Clarify exactly what coaching entails and its application.
- Connect coaching as a discipline to improving individual and team performance (or analyzing and resolving under-performance).
- Understand how shared learning can be easily translated into a "commitment to action."
Coaching Models
- Introduction to the GROW model
- G = Goal: The objective of the discussion or the changes the individual or team wishes to achieve.
- R = Reality: An honest assessment of the current situation and the necessity 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?
- Examining all factors required in:
- Translating vision into reality.
- Delivering measurable outcomes.
- Making effective decisions.
- Managing 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 – detached? – from the details and only contributing individual comments or suggestions at appropriate times.
- Coaching performance from individuals whose day-to-day work we do not understand.
The Link with Performance Management
- Objective setting – understanding what is required.
- Managing against these objectives – understanding what success or shortfall looks like.
- Recognizing (and addressing) under-performance; particularly recognizing 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 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.
