The Leader as Coach:
Transforming Talent Into Performance
"If you’re not getting what you want, you either have to
change your goal or change your behavior. Which will it be?"
To prepare the coach for maximum on-the-job results.
A coach’s success is measured by the success of the team members.
If you don’t experience deep satisfaction in seeing others improve and develop their performance skills, then managing may not be the job for you. Once training is over, it’s the support and direction back on the job that improves performance.
This workshop provides a coaching blueprint, enabling participants to continuously nurture improved performance.
- The benefits, principles, and practices of effective coaching
- The beliefs, skills, and behaviors of the effective coach
- Eight ways to create a positive coaching climate
- How to use empowering and enabling language, and why this is critical
- The how and why of being assertive but non-confrontational
- The Coaching Model
- The Coaching Relationship Audit
- The Coaching Analysis Worksheet
- Coaching in its managerial and team context
- The seven on-the-spot coaching behaviors
- What to avoid during the coaching session
- Actual coaching role plays to gain experience
- The difference between punitive sanctions and developmental actions
- What to do when there is resistance to on-the-spot coaching
- The fundamentals of open communication
- Active listening skills
- Effective feedback and clear expectations