Coaching for Leaders
The program was created to introduce a coaching culture of management and to develop coaching skills for managers who want to increase personal effectiveness and team engagement, add flexibility and initiative to their team. And also for those who want to become a modern leader, master new tools and approaches in working with personnel.
- An integrated approach: a combination of theory, practice and the possibility of receiving feedback from the coach.
- Practical focus: only business-proven tools.
- On-the-job training: the ability to implement coaching tools in business processes directly during training.
- A combination of approaches: classic coaching and management tools.
- Double effect: the introduction of a coaching culture in the company and the individual development of each of the participants.
- Optimal duration: learning new material and achieving sustainable results with ease.
- PCC trainers ICF throughout the program.
- Experience the benefits of business coaching style leadership and learn about the differences between directive and coaching approaches.
- Get a set of coaching skills to help you manage people.
- Strengthen the skills of creating a shared vision and action plan.
- Learn to create a supportive space for employee development, give developmental feedback, and ask powerful provocative questions.
- Acquire the skill of active, deep listening.
- Learn how to have effective conversations and team meetings with your employees in a coaching style.
- Strengthen the skills to increase the initiative, involvement and motivation of employees to achieve corporate results.
- Find new ideas for team building, celebrating success and strengthening corporate values.
Top Managers
MIddle Managers
- Online classes with a trainer.
- Duration of one meeting: 2 hours (main meeting) + 1 hour (Q&A meeting)
- Frequency of training webinars: every week (one-week Main meeting, next week Q&A)
- Total number of webinars: 8
- Duration of the whole program: 2 months
- Practice between training webinars:
- In mini groups with training participants 1 time per week.
- Practicing coaching tools with your team and employees throughout the program.
- Coaching questions
- Mini lectures
- Demo sessions
- Exercises in pairs and triplets
- Debriefing and reflection
- Brainstorm
- Retrospective
- Introspection
Meeting 1:
Introduction to the program.
Coaching style in management and 3 stages of its development. Powerful probing questions are the main tool of a leader using a coaching approach. (2 hours)
- The place of coaching on the supporting professions map of the 21st century. The difference between coaching and other ways of managing and developing staff.
- Goals and basic principles of coaching in management, its possibilities, and limitations. 5 principles of M. Erickson. How coaching style leadership strengthens the leader.
- Self-assessment of individual leadership style and setting goals for the training program.
- Types of questions and their value. The role of the leader-partner instead of the role of the leader-expert. Questions directed to the future as the basis of the coaching style of management.
- 4 basic coaching questions for planning and finding solutions.
- Using strong open questions to create energy and motivation.
Result:
Participants know the difference between coaching and other formats of personnel management and development, formed the image of a leader-coach, assessed their own management style, set goals for the program, and formed an individual development plan. Participants distinguish between types of questions and their functions, learned to formulate strong open-ended questions and use the 4 basic questions for planning and finding solutions.
Meeting 2:
Q&A meeting. All participants share their experience and ask questions. (1 hour)
Meeting 3:
Trust building skills with employees. Active, deep listening.
**Logical levels of thinking. Employee motivation. (2 hours)**
- The concept of trust and ways of its natural formation and restoration.
- Three types of employees: complainer, spectator, client. How to transfer from one state to another? Avoider and Achiever motivation.
- 4 levels of listening to build trust and increase coaching effectiveness.
- Formation of the mission and motivation of employees using logical levels of thinking. Analysis of the level of difficulties and search for solutions at higher levels.
Result:
The participants learned 3 types of employees and 4 levels of listening, learned how to transfer employees from non-constructive positions to constructive ones, use tools for building and restoring trust, began to train 4levels of deep listening. Participants learned how to identify logical levels of thinking, formulate questions at each level, explore logical levels, moving up and down the "pyramid".
Meeting 4:.
Q&A meeting. All participants share their experience and ask questions. (1 hour)
Meeting 5:
The basic structure of a coaching conversation with an employee. Formation of a contract (topic and main goal) for a conversation. Project and task planning tools. (2 hours)
- 3 parts of a coaching conversation with an employee: beginning, middle and end.
- An effective contract - 4 components of the final result format. Using the scale to clarify goals and increase motivation.
- Algorithm for completing a coaching conversation.
- Reverse planning - a journey into the desired future and determining the path to achieve it
- Inside view and outside view: associative and dissociative state.
- Balance wheel - highlighting parts of the project / task, assessing the current state and determining the first steps.
Result:
The participants learned the structure of the coaching conversation, the components of the format of the final result, the algorithm for completing the conversation, and learned how to conduct a conversation on the structure and form a contract.
Participants learned planning tools and 2 types of states, learned how to use planning tools through transfer to the future, to make the transition from an associative state to a dissociative state and vice versa.
Meeting 6:
Q&A meeting. All participants share their experience and ask questions. (1 hour)
Meeting 7:
The basic structure of a coaching conversation with an employee. Formation of a contract (topic and main goal) for a conversation. Project and task planning tools. (2 hours)
- 3 parts of a coaching conversation with an employee: beginning, middle and end.
- An effective contract - 4 components of the final result format. Using the scale to clarify goals and increase motivation.
- Algorithm for completing a coaching conversation.
- Reverse planning - a journey into the desired future and determining the path to achieve it
- Inside view and outside view: associative and dissociative state.
- Balance wheel - highlighting parts of the project / task, assessing the current state and determining the first steps.
Result:
Participants learned 4 types of fears and 2 types of beliefs, learned to overcome fears and failures, release, and find additional resources and energy in them, identify limiting beliefs and transform them into promoting ones. The participants learned the “Flow” model and learned how to form a resource state and a supportive environment for an employee to motivate and overcome difficulties.
Meeting 8:
Meeting 6. Q&A meeting. Program summary and celebration. (1 hour)
- Evaluation of the results and summing up the results of the program.
- Formation of an individual development plan after the program.
Result:
The participants learned how to masterfully complete the project, evaluated the results of the program, and formed a plan for individual development after the program.
Handouts: workbook, course completion certificate.
Leading coach: Aleksei Groshenko – Life & Business META Coach PCC ICF, Organizational Psychologist MA, Business Consultant & Entrepreneur, Spiral Dynamics practitioner, Partner at Panorama LAB, Co-Founder of Living Cities Earth
