Comprehensive course analysis
Who should attend
Business leaders with several years of management experience who are prepared to assume this role and view coaching to be a part of their management responsibility.
About the course
Coaching as part of the leadership role
When stepping into a coaching role, you address the central requirement of agile leadership: how to be an effective servant leader to your employees. The key to success is working at eye level with employees – supporting, partnering, mentoring, and coaching – with the goal of providing them greater autonomy, the ability to self-organize, and an environment that fosters inclusion and innovation. In the role of coach, you concentrate on leveraging the full potential of your team. You help your people to step up, learn fast, be agile, and take ownership for generating ideas and executing responsibly. Coaching rarely comes intuitively to managers. In addition to emotional intelligence, communication skills, and methodical expertise, the ability to master and reconcile the different roles of supervisor and coach is vital.
- Strengthening your leadership impact by leveraging the coaching approach, based on current evidence-based research
- Exploring best practices for utilizing coaching skills in challenging leadership situations
- Learning proven diagnostic concepts, communication techniques, interventions, and modes of behavior through practical application
- The role of the leader as an internal coach
- Structures and processes in coaching
- Coaching practice: communication methods, skills, distinctions between advising, mentoring, coaching, and consulting
- Diagnostic frameworks of the coaching process
- Typical forms of intervention and behavior for the business leader as a coach
- Team coaching as a management task
- Individual preparation for the role as a coach
Day 1 – Leading with a coaching approach
- Coaching as a leadership style
- Flexibility of leadership styles
- Essentials of the coaching approach
- Coaching skills and interventions
Day 2 – Skills and practices for coaching as a leader
- Best practices for giving and receiving feedback
- My leadership coaching practice – Part I
- Coaching in virtual and agile settings
- Empowering people and organizations
Day 3 – Challenges for “leaders as coaches”
- Who am I as a coach?
- My leadership coaching practice – Part II
- Coaching in high-stakes situations
- Coaching the coach – transfer and action planning
Andreas Bernhardt is executive development advisor and lead coach at ESMT Berlin in Germany, founding member of ESMT's Center for Leadership Development Research, and manages ESMT's pool of executive coaches. He has over 20 years of practical leadership development experience with executives from...
Jeffrey Hull, Ph.D. is an author, educator and consultant with over twenty years experience partnering with C-suite executives on issues of high performance leadership, change management, organizational strategy, structure and culture. Dr. Hull is a highly sought-after facilitator, keynote speake...
Over 20 years of management experience in Digital, Organizational Development, Executive Learning and IT. Future pathfinder and travel companion in digital and non-digital transformation projects.Thought Leader on Co-Creationalism and Learning Ecosystems, Keynote Speaker and Digital Innovation St...
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