MANAGER AS COACH
- Face to face / Virtual
- For teams
- 2 days of training
- + 2 follow-up sessions, 4h each
The course “Manager as Coach” offers multiple opportunities for self-reflection and awareness of the preferred managerial style as well as of the “endowments” that each manager possesses in his/her coach’s kit: the mindset, skills and techniques or methods used as well as practical ways in which they can be improved and applied effectively.
A first moment of AHA is when participants understand the difference between coaching and other possible interventions, all of which are necessary in everyday managerial practice, and how exactly they can apply these interventions in their managerial role:
– training for a new employee or when starting a totally new project.
– mentoring when the employee has not yet developed the hard and soft skills necessary to fulfill the agreed professional goals of the role.
– coaching when the employee is already performing but, from time to time, is uncertain about his/her abilities to implement the proposed action plan.
– delegation when the employee has the necessary expertise and sustainable motivation for consistent performance and can himself become a mentor to other team members.
Furthermore, another AHA moment that the participants have on the first day of the course is the clarification of the principles (example: people are naturally talented) and what the Growth mindset means, both of which are an important foundation in coaching and allow for a more natural and fulfilling application of the coaching process in the organization.
Starting from the Growth Mindset, we address the possible internal and external interferences that may intervene as obstacles in the way of achieving the desired performance by the coachee and how exactly we can manage them in the coaching process.
The manager coach’s toolkit presented on day 2 of the course allows a practical incursion by practicing 3 key skills in the coaching process:
– Active listening and differentiating the type of listening on 3 levels.
– formulating powerful coaching questions.
– running a complete coaching process using 3 different models for different organizational processes:
At the end of the course the participants leave equipped with a SPECIFIC ACTION PLAN in which they have identified what they want to give up, what they would like to start doing and continue to do to continuously improve their management effectiveness and to build their coaching practice.
– develop an optimistic and responsible culture.
– improve critical thinking, problem-solving and team decision-making skills.
– develop creative, proactive and innovative thinking in each team member.
– develop leadership skills by managing and motivating team members.
– develop adaptive and flexible behavior to organizational challenges for each team member.
The course presentation can be accessed HERE: Manager as COACH
To support continuous learning, the Creative & Bright team created a game based on the GROW model: COACHING PRACTICE GAME
The GROW Model
It is a coaching method that helps individuals and teams set and achieve their goals by:
The acronym stands for Goals, Reality, Options and Will. This model was first developed in the 1980s in the UK by Alan Fine, Graham Alexander and Sir John Whitmore. Based on a structure used by the founders in their coaching conversations, GROW quickly gained widespread popularity as an effective coaching method.
The GROW model guides people through a structured conversation:
The GROW model finds its way into a variety of contexts beyond coaching, mentoring and performance management.
This model can be applied in both professional and personal life with extraordinary results, which is why the Creative & Bright team created this game based on the GROW model: COACHING PRACTICE GAME
