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Coaching Excellence

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Abstract: 

The most effective organizations are learning organizations; they foster settings in which individuals and teams easily adapt to continually changing environments, act decisively while in uncharted territory, are accountable and committed to results, and perform at their best when the stakes are highest. To meet these challenges an organization must create a culture that promotes and supports learning and coaching at all levels and in any direction.

Coaching Excellence is a comprehensive learning experience that teaches novice coaches how to build and confidently grow their coaching skills. The facilitator is both a Certified (and practicing) Executive Coach as well as a Certified Learning and Development Professional.

The program uses an experiential learning approach combined with immediate on-the-job application to produce participant skill improvement and performance outcomes far beyond what is available from simply attending a workshop. Critical coaching skills are introduced throughout the program and immediately applied “on the job” using homework/reflection assignments between sessions. Instead of being unrelated to their “real work”, the assignments are designed to be practical and relevant, causing participants to dive in more deeply when coaching individuals, while increasing their own attention on the application of these new coaching skills. The overall design and program components create a “learning immersion” (vs. an event) over a four to six-month period (depending on scheduling for the various pieces).

Learning Objectives

Program participants will learn how to:

  • Better engage coachees in their work and in their role.
  • Increase accountability and responsibility for results.
  • Build the capability of the coachee to deliver improved results.

 

Learning Outcomes

Participants will:

  • Learn how neuroscience supports the success of coaching as a powerful tool to create positive and enhanced behavior(s).
  • Define coaching for performance and distinguish ‘coaching’ from ‘managing’, ‘training’, ‘mentoring’, etc.
  • Determine the factors that both contribute to and/or hinder performance.
  • Identify appropriate (and inappropriate) opportunities to coach.
  • Describe the mindset necessary to coach successfully.
  • Practice fundamental coaching skills through multiple small group activities and following the foundational workshop on the job.
  • Practice a coaching process that supports the development toward peak performance in others.
  • Develop and plan to promote and implement a “culture of coaching” in their organization.
  • Share their experience, with continued coaching and support, during subsequent small group coaching calls.

 

On completion of day two the participants will be able to:

  • Confidently apply Coaching techniques in the workplace
  • Understand the role of transactional analysis
  • Use coaching to increase emotional intelligence and personal effectiveness
  • Use coaching to deliver “Performance Management” targets
  • Confidently give and receive Feedback
  • Deal more pro-actively in their management of underperformance
  • Use coaching to support and develop their team and individual team members
  • Use a coaching approach to help others move through change
  • Identify the steps to establish a coaching culture within their own team, department and organization

 

Workshop, Coaching Calls & Coach Support

Foundational Workshop (1-day, in-person):

  • Limited to 12 to 15 participants for maximum value.

 

Group Coaching Calls, #1-3:

  • 75 to 90 minutes by telephone.
  • Smaller group
  • Individual coaching practice and feedback from the group and facilitator.
  • Facilitated peer discussion of insights and learning between sessions.

 

Final Group Coaching Call, #4 (marks completion of the program):

  • Same format as previous calls (1 through 3), plus group discussion.
  • Group Discussion: How will participants continue to develop their coaching skills beyond this program?

 

Course Assignments

Between each coaching call participants are provided an assignment consisting of three components:

  • A simple daily/weekly exercise designed to focus attention on one critical coaching skill between each workshop/call. Participants find these exercises fun while experiencing dramatic insights combined with effortless new results.
  • Coach someone at least once per week. Following each coaching meeting, coaches are asked to use a coaching journal (provided) to reflect on their coaching strengths and opportunities.

 

Online Questionnaire and Final Report

Participants complete a brief online pre- and post-training questionnaire where they are asked to declare and commit to what they wish to achieve and ultimately what they feel they have achieved as a result of the program. These declarations serve to reinforce their achievements and deepen their own commitment to the skills they have developed and changes they have made.

At the end of each program, a final report is provided to your organization which captures the transfer of learning to the workplace and highlights the impact of the training.

Approach: Foundational workshop, Coaching call #1, Coaching call #2, Coaching call #3, Completion of coaching calls

Timeline: (approx 4 to 6 weeks between each component)

 

Who Should Attend

Individuals within the organization who are responsible for supporting other contributors’ high performance.

Prerequisite

None

Materials

The course binder contains presentation content, case studies, exercises, and suggested solutions.

What You Will Learn

Define Coaching

  • Establish the definition of coaching for performance and distinguish coaching from other support roles such as: managing, teaching, mentoring, counseling, etc.

 

Coaching Foundation

  • Create awareness of, and establish, the mindset needed to successfully coach another individual to enable growth and gain commitment rather than merely compliance.

 

Performance Factors

  • Overview of the factors that both contribute to and/or hinder performance and allow us to determine when it is, or is not, appropriate to coach. Utilize a tool to analyze these performance factors in relation to your team and/or colleagues.

 

Coaching Fundamentals

  • Key coaching skills are introduced and practiced in a variety of activities and demonstrations. These include powerful listening and questioning as well as providing acknowledgment and feedback to generate positivity and build confidence.

 

The Coaching Process

  • Apply the fundamental coaching skills within a coaching process using the GROW coaching model. This differentiates your coaching practice from simply a helpful conversation and gains commitment for action.
  • GROW = (Topic) – Goal – Reality – Options – Wrap.

 

course info

Course ID: KF-8200
Course Level: Intermediate
Duration: 1 Day

upcoming sessions

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PMI PDUs

PMI Talent TriangleThe following table provides the breakdown of the professional development units (PDUs) for this course aligned with the PMI Talent TriangleTM.

  Tech. Ldrshp. Strat. & Bus.
PMP 0 7 0
PgMP 0 7 0
PfMP 0 7 0
PMI-ACP 0 7 0
PMI-SP 0 7 0
PMI-RMP 0 7 0
PMI-PBA 0 7 0

 
The three columns in the above table are Technical Project Management, Leadership, and Strategic & Business Management.

Other Credits

Other professional (re)certification credits are available, including:

  • Certified Business Analyst Professionals (CBAPs) earn 7 CDUs (Category 2B)
  • Certified Software Quality Engineers (CSQEs) earn 1 RU
  • CIPS Information Systems Professionals (ISPs) earn 7 Learning Credits
  • CIPS Information Technology Certified Professional (ITCPs) earn 7 Learning Credits