Coaching Skills

Audience

Staff who need to be fully prepared to deliver high quality Coaching sessions

• To individual members of their own staff
• To their teams
• To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input

Format of the course

A combination of:

• Facilitated Discussions
• Delegate Coaching sessions – with full feedback

By the end of the course, delegates will be able to:

• Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance
• Deliver meaningful Coaching Sessions

Define Coaching

• Ensure clarity on what exactly Coaching is and how it is used
• Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance)
• Understand how learning shared can easily be transferred into a “commitment to action”

Coaching models

• Introduction to the GROW model
  • G = Goal: the purpose of the discussion or changes the individual / team wishes to make
  • R = Reality: an honest assessment of the current situation and the need for change
  • O = Options: what can be done to achieve that change; what else; is there anything else…?
  • W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress?
• Consideration of all the factors required in:
  • Turning vision into reality
  • Delivering measurable outcomes
  • Making effective decisions
  • Managing the change
• Introducing the House of Change: understanding the need sometimes to make things worse before they can get better

Becoming a successful Coach

• How does a Coach behave?
• What does a Coach do?
• Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times
• Coaching performance from individuals whose day-to-day work we don’t understand

The link with Performance Management

• Objective setting – understanding what is required
• Managing against these objectives – understanding what success / shortfall looks like
• Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload)
• Coaching and Feedback: links and differences

Coaching in Practice

• Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.