A one-day face-to-face workshop (with a half-day virtual follow-up workshop)
Great conversations and trusted relationships empower others, and being able to use coaching skills effectively plays a hugely significant role in making this happen.
To use the wise words of Susan Scott, ‘the conversation is the relationship’ and, consequently, ‘every conversation counts’ with those we lead and manage. Equally, it counts the same when we hold an important conversation with others with whom we need to build strong, trusting relationships, such as key stakeholders and partners inside or outside our organisation.
What we say, how we say it, and, more so, who we are when we are present in these important conversations provides the opportunity to use a skillful coaching approach.
More and more our organisations expect their leaders and managers to be using a coaching style, whether in formal review meetings or ‘in the moment’.
This programme of development will help you learn and develop an effective approach to all these situations. It aims to build confidence in using a coaching approach to support your team members with composure and insight.
- To be able to hold coaching conversations that empower others and build collaborative and trusting relationships.
- To be able to remain flexible and responsive in important conversations so that you can build and sustain relationships internally and externally.
- To be able to use appropriate models of coaching that meet diverse support needs, and which transform relationships, and build personal accountability and problem solving by team members.
- To understand and use the skills and attributes needed to apply coaching skills effectively and consistently.
- To review and critically reflect how to develop coaching skills further through a personal action plan.
One day face-to-face workshop
1. Welcome, aims and introductions
- Welcome, introduction, takeaways
- Your intended outcomes
2. Understanding coaching and its application
- Describing coaching and what underpins a good coaching approach
- The boundaries of the role
- Profiling the key skills and qualities: exercise and review
3. A coaching approach
- What do we mean by a coaching approach
- Differentiating it from other types of conversations you hold
- Exploring the variety of opportunities to use a coaching approach: group activity
4. Coaching skills development
- Developing the core skills of relational listening, powerful questioning, interpersonal and non-verbal communication.
- Activities and exercises.
5. Coaching frameworks
- Introducing some coaching models that enable you to build trust and empower others - GROW, STRONG, PULL/PUSH, OSCAR
- Activities and peer reviewing.
6. Coaching frameworks and having a process
- Structure and process
- The value of using a non-directive approach
- Short demonstration by the trainer
- Application: skills practice together
7. Conclusion
- Review of key learnings and takeaways
- Some guidance on using a coaching approach, including tips and ideas
- Commitments to action
The half-day follow-up virtual workshop
1. Catch-up
- Welcome, introduction, takeaways
- Where are you now?
- A reviewing activity: what has gone well since the training workshop; has anything not gone so well?
- Peer coaching activity: reflecting on how you are applying coaching skills in practice in your role
- We will refresh on a model of your choice
- Review and feedback
2. Developing skills and approaches that support effective coaching
- Coaching practice:
- Practising in pairs, followed by a review and feedback
- What next?
- Developing your coaching skills and experience onwards
- Being clear about your next steps and using reflective practice
- Personal action planning
