Introduction
Coach or judge
Evolution of management styles
In this introductory section, participants identify the differences between a coach and a judge. Through this activity, they begin to examine characteristics, roles, and responsibilities of a coach. Additionally, participants gain an understanding of how managers evolve into coaches.
Types of Coaching
Informal
Formal
Issues based
Appraisal-feedback
Participants identify different types of coaching. However, the coaching principles are pertinent to all types of coaching.
Coaching Inventory
The coaching process: identifying strengths and areas for improvement
Debrief
Participants take a short coaching inventory that helps identify their strengths and areas that need improvement.
Motivation and Human Behavior
Intrinsic and extrinsic motivation
Cycles
Coaching truisms
In this section, participants will gain an understanding of human behavior and how attitude is associated with motivation and productivity.
Interaction Styles
Parent-Adult-Child model (PAC)
The Five Key Questions and identifying the “hook”
Case study
The manner in which leaders interact with employees determines the type of relationship. Understanding three distinct ego states enhances the leader’s ability to maintain successful relationships. Even with the best intentions, leaders often “get hooked” into negative confrontations. A model is presented that help leaders avoid the “hook.”
The Five Step Coaching Process
Step I: Open Meeting – Get to an Agreement
Step II: Exploration
What can knock us off path?
Coaching vs. telling
Crafting the environment
Peel the Onion
Step III: Handling Defensive Behavior
Open and closed-end questions
Empathetic listening
Empathetic responding
Dealing with resistance
Step IV: Create the Action Plan
Step V: Close the Meeting
This section focuses on a five-step process coaches can utilize to enhance their skills. Specific coaching skills are presented. Participants practice these skills via role-play and group discussions.
Summary and Conclusion