“A masterful coach is someone who is a vision builder and value shaper, not just a technician who helps people reach their goals. A masterful coach is someone who engages and enters into the learning system of a person, business or social institution with the intent of improving it so as to impact people’s ability to perform.”
Robert Hargrove ‘The Four Compass Points of Masterful Coaching
The modern manager knows that coaching is a key element of team development. No longer is management about telling people what to do; effective leaders understand how coaching and development is vital to business success.
Our ‘Coaching for Managers’ one-day training course will show delegates tried and tested methods about 1-2-1 training; executive coaching and how to develop people in order to improve productivity and motivation. We explain through discussion, role-play and case study how to coach staff to achieve the impossible in terms of team development and business performance.
It will also show them how to plan, prepare and implement a coaching programme for induction courses and how to evaluate its success. It also looks at the relationship between coaching, mentoring and training.
Becoming an effective coach is not just a set skills, but a belief that staff development is an integral part of building confidence, trust and motivation in the workplace.
The modern manager needs to know how to develop people. This course shows how to plan, prepare and implement coaching and how to evaluate its success. It also looks at the relationship between coaching, mentoring and training.
COACHING FOR MANAGERS NEWSLETTER – WHO DO YOU CHOOSE TO COACH?
Effective management is often about making the best use of limited resources. People are the key resource of any organisation but priorities of time, money and work may dictate the choice of which member of staff is developed at any one time. If you have a team of seven or eight people, it may be impractical to coach them all at the same time. If a project comes up in which may only use one person, so who gets the priority? How can you make the right choice?
Action Centred leadership
The model, devised by management writer John Adair, shows that management involves the careful balance of three separate forces. You will always have to balance the need to achieve your tasks and organisational objectives, whilst at the same time uniting the team as a cohesive group, as well as satisfying the development needs of individual team members. This is one of the constant juggling acts a manager has to consider and is rarely a simple, cut and dried decision.
To focus purely on the task could involve taking the easiest and safest short-term route. This usually means enlisting a job holder who is already fully skilled and experienced. If you concentrate on one or two job holders they may find that overall team performance dips. You may be lowering morale if you appear to have favourites. The whole team may need to learn new skills in order to meet fresh objectives. However, they may be at different levels of ability and one individual may start to dominate and carry the team.
Who is eligible for coaching?
- Anyone performing below the standard required. They should be given every opportunity to improve their performance before you take disciplinary action
- Staff who are at the beginning of their career. Give them an early opportunity to show their ability
- High fliers. Staff with high potential need to be stretched and stimulated. Give them the opportunity to demonstrate they can match their perceived standing
- Staff that are new to the section. This gives them an early opportunity to show what they can do, and provides some helpful data when carrying out their performance appraisal
- Staff who are well-suited for promotion. There should be some evidence to support the recommendation and they will have the opportunity to try out the skills required in the next grade
- Your successor. This may be the person in the category above, or may be someone who has been attached for a hand-over period. Grooming them to take over means that they will have a smoother transition and you will be able to move away – sideways or upwards
- Staff who are not satisfied in their current job or working environment. They may become demotivated and reduce their contribution. A fresh challenge can prove stimulating and an opportunity to learn the new skills that will help them move upwards
- Staff who lack the skills in key areas. By using a training needs matrix you can identify where you may be vulnerable if you loose the only members of your team who can do a particular job effectively.
Coaching For Managers Open Courses
Since 1995 we have run open courses throughout the year. Our courses are informative, challenging, thought-provoking and fun.
Dates
- June 21, 2013
- July 19, 2013
- August 16, 2013
- September 17, 2013
- October 15, 2013
- November 14, 2013
- December 13, 2013
Who will benefit from the course?
Our coaching training seminars enable delegates to understand the processes which will make them more effective and increase their confidence and sense of achievement. This will benefit anyone who needs to master the principles and practices of an effective coach; including senior/junior managers, supervisors, training/hr managers, directors, administrative and technical staff.
This course had been designed to enable you to understand the basic fundamentals of strategy and motivation in team building. You will benefit by learning tips and techniques which will increase your competence and confidence when managing, influencing and leading teams.
Course aims
Total Success recognise the need for training that gives real business benefits for both delegates and their organisations. We are able to offer solutions, not only to individual trainees but also to training professionals who need to show value for money for their training.
Coaching for Managers Course Agenda
Morning – 9.30-1.00
- An introduction to coaching
- Relationship of coaching, training and managing
- Coaching overview of coaching
- Spotting coaching and mentoring opportunities
- Questionnaire-Coaching style analysis
- Coaching overview
- Recognise the need/challenge
- Assess the opportunities
Afternoon – 2.00-5.30
- Empowerment and influence
- Identifying fall-back factors
- Review and evaluate
- Planning the next step
- One to one training
- Giving and receiving feedback
- Role-play and critique
- Coaching evaluation
Our training is carried out in a risk free environment which encourages delegates to practice the skills needed for successful appraisals. We use a number of training methods including role-play, video, audio, workshops and group exercises to enhance the learning process.
Why choose Total Success for your training?
- our lead trainers have over 18 years experience in training
- a maximum of 8 delegates means more time spent on individual needs
- we guarantee to run the course and will never cancel at the last moment
- free subscription to our monthly training newsletter
All open courses are trained in Central London at the St Giles Hotel.
Each delegate receives a comprehensive training workbook that doubles as an open course manual. Courses run from 9.30-5.30 with lunch and refreshments provided.
In-Company Courses
Total Success have developed a series of in-house training modules. These are designed so that an organisation can pick the training which is more applicable to its own needs and budget. Please call us to discuss your specific requirements
WHO DO I CHOOSE?
Effective management is often about making the best use of limited resources. People are the key resource of any organisation but priorities of time, money and work may dictate the choice of which member of staff is developed at any one time. If you have a team of seven or eight people, it may be impractical to coach them all at the same time. If a project comes up in which may only use one person, so who gets the priority? How can you make the right choice?
Action Centred leadership
This model, devised by management writer John Adair, shows that management involves the careful balance of three separate forces. You will always have to balance the need to achieve your tasks and organisational objectives, whilst at the same time uniting the team as a cohesive group, as well as satisfying the development needs of individual team members. This is one of the constant juggling acts a manager has to consider and is rarely a simple, cut and dried decision.
To focus purely on the task could involve taking the easiest and safest short-term route. This usually means enlisting a job holder who is already fully skilled and experienced. If you concentrate on one or two job holders they may find that overall team performance dips. You may be lowering morale if you appear to have favourites. The whole team may need to learn new skills in order to meet fresh objectives. However, they may be at different levels of ability and one individual may start to dominate and carry the team.
Think about the various members of your work team. Which factors would you use to decide who you would choose if you could not coach them all?
Try to identify the main categories you would consider in making your choice, for example, “Staff performing below standard” as a category rather than any named individual. Discuss your answers with your partner/group.
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Typical answers to this may include:
• Anyone performing below the standard required. They should be given every opportunity to improve their performance before you take disciplinary action
• Staff who are at the beginning of their career. Give them an early opportunity to show their ability
• High fliers. Staff with high potential need to be stretched and stimulated. Give them the opportunity to demonstrate they can match their perceived standing
• Staff that are new to the section. This gives them an early opportunity to show what they can do, and provides some helpful data when carrying out their performance appraisal
• Staff who are well-suited for promotion. There should be some evidence to support the recommendation and they will have the opportunity to try out the skills required in the next grade
• Your successor. This may be the person in the category above, or may be someone who has been attached for a hand-over period. Grooming them to take over means that they will have a smoother transition and you will be able to move away – sideways or upwards
• Staff who are not satisfied in their current job or working environment. They may become demotivated and reduce their contribution. A fresh challenge can prove stimulating and an opportunity to learn the new skills that will help them move upwards
• Staff who lack the skills in key areas. By using a training needs matrix you can identify where you may be vulnerable if you loose the only members of your team who can do a particular job effectively.
