Overview
Audience
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
Course Outline
Define Coaching
- 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”
Coaching models
- 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.