Coaching to improve Performance

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Managers are often challenged in combining the role of manager or team leader and the role of coach. As manager they review the performance of the team and as a coach they seek ways to help the people on team grow and improve. However managers can use this one to one communication to have a real impact on the performance and commitment of the staff.
This programme is designed for managers who want to add a coaching role to their other duties or extend existing skills. It presents a model of coaching to systematically and collaboratively create performance improvements.
Benefits of attending :
The participants will:
• Explore how to conduct a coaching session with a clear purpose
• Learn a range of proven coaching tips, techniques and tools
• Understand that effective coaching sessions are two way partnerships, where shared knowledge and experiences are used to maximise performance
• Be able to confidently identify situations where coaching is the appropriate response and those where more direct management intervention is required

Training Style:
The workshop will be highly participative and constantly seek to anchor the skills and knowledge in the participants’ work situation.
Coaching in context:
Coaching as opposed to mentoring or training
The Coaching Perspective
How organisations influence individual performance
How to use “The Performance Triangle” to make coaching effective and efficient
Be clear about company policies and procedures
Establish guidelines and constraints with HR
The essential skills to coach effectively:
Communication and feedback
• The TABC3 model of effective communications
• How to deliver and receive feedback successfully
• Using the Johari Window to understand the practical psychology of how people interact and
Goal setting
• SMART Objectives
• Important, urgent and why “materiality” is one of the most important concepts in business
Overcoming resistance
• Using the FACERAP model to resolve issues systematically
• Motivating and Influencing
• Using “Levels of Agreement” to build commitment
Preparation for a coaching discussion:
Establish the background and context of specific coaching interventions
Anticipate difficulties and sensitivities but avoid the Halo/Horns trap
Compile clear evidence on past current and realistic expectations for future performance
Identify opportunities for performance improvement
Create a plan to monitor performance and keep it on track
Conducting a coaching session:
Follow the Five Steps process
Use proven interaction principles
Agree the coaching action plan
Establish clear next-steps to create momentum
Following up:
Deliver on any commitments you made
Maintain support structures
Deal with deviations promptly