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IMS

Tools and Techniques for the Five Most Common Coaching Situations

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About the course

The two areas in which coaching has the most dramatic impact at work are: (1) coaching to engage and develop the high potential people on your team (2) coaching to influence your boss to increase your personal credibility and effectiveness. Coaching High Potentials: In morning session participants will learn how to connect developmental experiences to needs and position twelve challenges required to develop and engage the high potentials for current and future success. We'll analyze a method to determine how (and with who) managers should spend their coaching time to maximize effectiveness and learn motivational techniques to engage every member of the team. Coaching Up: In the afternoon we'll examine coaching from a perspective of influencing or "coaching up" in the organization. Participants will build skills in managing their role in the chain of command. We'll examine how to prepare for resistance, practice a technique for presenting alternatives to senior management that will guarantee serious consideration, and analyze what to consider before going over the boss’s head.

Time Allocation - Topics

  • 15% Assessing the people and the situation
    • Sources of initial success
    • Where do you spend your time
  • 15% Earning the right to be their coach
    • What your people want from the boss
    • Six characteristics of a coach they would willingly follow
  • 20% Developing high potentials
    • Five categories of development experiences
    • Challenges needed for development to take place
  • 15% Coaching to motivate
    • Two primary needs that must be met to motivate
    • A blind side for most coaches
  • 20% Adding value in your role in the chain of command
    • Supporting management decisions
    • Challenging the boss
  • 15% Coaching your boss
    • Effectively presenting alternatives
    • Influencing decisions

Focus

Primary -- LEADERSHIP DEVELOPMENT: Adaptability, Communication, Developmental Perspective, Empathy, Interpersonal Relations, Judgment, Motivation

Secondary -- EXECUTING/CONTROLLING/EVALUATING: Decision Making, Use of Authority, Delegation, Direction, Coordination, Guidance, Discipline, Follow Up

Tertiary -- PLANNING/ORGANIZING: Problem Identification, Analysis, Evaluating Alternative Solutions, Developing Specific Plans, Generate and Obtain Plan Support

Trust the experts

Bill Hawkins

Mr. Bill Hawkins is an expert in leadership effectiveness. In association with Marshall Goldsmith Partners he has worked with over twenty Fortune 500 companies in seventeen countries. Mr. Hawkins began his career working for a division of Johnson & Johnson in sales, marketing, and product man...

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