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Workshops

& Seminars

 
 
 
         
 
 
Who Should Attend
  • Managers
  • Supervisors
  • Team Leaders
  • Coaches
  • Anyone charged with
    performance coaching
 
How You Will Benefit
  • Managers get comfortable addressing and confronting poor performance in the workplace
  • Managers learn to use a problem solving model that prompts employees to resolve their own issues and challenges
  • Managers become confident in facilitating people-conflicts between employees
  • Managers learn how to foster a positive work environment
  • Managers learn how to coach for success
 
Take Aways
  • Coaching for Success Participant Manual
  • Coaching For Results textbook by Rich Meiss
  • DiSC® Behavioral Style Profile
  • Customized Action Plan Coaches "Play Book"
 
Coaching for Success
Growing People... Getting Results
 

Coaching For Success is a proven and practical approach to help managers develop the awareness, comfort level and skills needed to coach effectively and with confidence. Coaching is a core competency in today's high performing workplace, yet most supervisors and managers have had little or no training in effective coaching. Managers develop the skills needed to coach their people for success.

Coaching For Success transforms managers and leaders from bosses to coaches by giving them the tools and methods to successfully coach their people. Managers learn proven and practical coaching skills that convert mediocre employees into stellar performers.

 
Objectives
 

Participants of this workshop will:

  • Recognize the difference between coaching, mentoring, counseling
  • Understand the five key roles of coaches and when to use each
  • Learn how to coach and reward good behavior
  • Develop questions that focus on solutions rather than problems
  • Learn how to redirect inappropriate behaviors and bad habits
  • Explore how to facilitate conflict situations
  • Learn strategies to deal with tough people issues
  • Explore ways to allow for style and generational differences

 
Agenda
 

Coaching Definition and Philosophy

  • Growing People, Getting Results
  • 4 G Coaching Model
  • The Coaching Process:  Roles and Skills
  • Coaching to Individual Differences

Coaching Roles

The Coach as Confidant (Mentor) –  Coaches discover how to help their coachees solve their own challenges by asking solution-focused questions.   The focus of this role is on building trust and developing confidence in team members to perform on their own.

The Coach as Cheerleader (Encourager) – Learn to recognize good behavior and good performance, and know what to say in response.  discuss and discover why it is often easy to overlook good performance and results, and commit to encourage good  behaviors.

The Coach as Corrector (Re-directer) - Learn to re-direct the performance of a team member who is not doing things correctly or  is not getting the desired results.  Keep the focus on the behavior and the outcomes, not on the person. Discover how to handle the tough people situations that involve bad hygiene and bad habits.

The Coach as Challenger (Confronter) – Learn to work with team members who are headed down a “dead-end road”.  Focus on the consequences of their behavior, and the process for resolving the issue or dismissing the employee.

The Coach as Co-Facilitator (Conflict Manager) – Learn how to facilitate conflict between two team members without accepting responsibility for their issues.   Practice a time-tested formula that will help them take responsibility for their own solutions.

Coaching Skills

Asking Questions Effectively – Practice three specific skills related to good questioning techniques: 1) Asking open-ended, solution-focused questions, 2) Pulling out specifics, and 3) Digging out the real meaning of the communication.

Listening Effectively – Practice three skills of listening: 1) Acknowledging the speaker, 2) Paraphrasing his/her comments, and 3) Empathizing without necessarily agreeing.

Giving Effective Feedback – Practice four skills of effective feedback: 1) Focusing on the behavior, not the person, 2) Telling them specifically what was done or said, 3) Giving timely feedback, 4) Allowing for individual differences.