Learning Aims
Coaching conversations can bring out the best in your people. If you want to build a motivated, productive team you will benefit from attending the introduction to workplace coaching skills. The techniques you’ll learn in this course can be used to:
Avoid losing control of your team and its performance.
Gain influence and ability to drive performance.
Avoid being disliked and shunned as a manager.
Gain team support and respect.
Avoid team wasting time and being demotivated.
Create a productive, effective team that gets things done.
Learning Outcomes
You’ll come out of this session with practical tools for coaching in the workplace. Discover why coaching skills are an essential part of your toolkit as a manager. Hear what experts in workplace productivity know about coaching at work. Learn to:
Decide when to use coaching, rather than other workplace learning options such as training, counselling or mentoring.
Use the techniques of ‘Socratic dialogue’ to bring out the best in your people.
Structure a coaching session using the ‘present to desired state model’.
Ask solution focused questions to drive change.
Listen actively in order to engage your staff.
Challenge un-resourceful thinking patterns and attitudes using reframing techniques.
Give feedback in a way which prompts learning.
How can put your learning to use?
The practical focus of this course means that you use what you learn immediately. Coaching skills can used in business to bring out the best in individuals and team, build motivation and promote active problem-solving.
Course Content
Topic one: Introduction to coaching
Hear why more and more managers are using coaching to drive performance at work. Discuss the key concepts which underpin successful coaching – such as Socratic dialogue, adult learning principles and the generative learning model. Discuss when and where to use coaching techniques, as opposed to other workplace learning options.
Topic two: Using the present to desired state model
The desire to learn is underpinned by a creative tension psychologists call ‘cognitive dissonance.’ Hear how to build appropriate levels of cognitive dissonance in order to encourage your staff to learn. Try out a three step process for defining current reality, contrasting it with a more desirable future state and building an action plan for closing the gap.
Topic three: Four tools for workplace coaching
Great workplace coaches have advanced level communication skills. Learn how to use four essential coaching tools: active listening, solution focused questions, reframing and feedback statements.
Topic four: Practical coaching session
Try out the techniques you’ve learned and get feedback on your ability to apply coaching skills.