Leader as a Coach
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Acting as a coach, executives address the central requirement of an agile leadership: they see themselves as a service provider for their employees. Important is leadership at eye level with the goal of allowing employees to act and decide in a self-organized and responsible manner. In the role of a coach, managers concentrate on the resources of their team. They help them to help themselves and offer guidance without taking their responsibility off them or pursuing personal interests.
Coaching rarely succeeds intuitively for managers: in addition to personal competencies, communication skills and methodical expertise, the ability to master and reconcile the different roles of supervisor and coach is required.
- analyze the conditions under which they can accept coaching as an additional leadership role and be effective in it
- discuss the critical phases of the coaching process and develop action plans for a structured coaching method, based on practical experiences
- proven diagnostic concepts, useful communication techniques, typical interventions, and modes of behavior
- The business leader as an internal coach: role clarification and opportunities
- The coaching process: structure and process
- The actual coaching: conceptual basis and different forms of communication
- Diagnostic concepts of the coaching process
- Typical forms of intervention and behavior of the business leader as a coach
- Team coaching as a management task
- Individual preparation for the role as a coach
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.