Turn Line Managers into Coaches Simulation
Can we identify a skilful coach? How do they behave? Create a coaching culture, help managers understand the attitudes, skills and behaviours needed to coach others effectively and put the learning into action.
Enabling line managers to understand and develop the attitudes, skills and behaviours required for the day to day informal coaching of others.
WHY YOU SHOULD ATTEND
Aims and Objectives
This simulation in Coaching involves the coach using their technical knowledge and understanding of a subject to develop the student’s specific skills and know-how that leads to improved performance.
end2end Academy Coaching Skills Simulation is a complete experiential workshop in one package. It enables line managers to understand and develop the attitudes, skills and behaviours required for the day to day informal coaching of others.
Each activity involves a task to understand the skills of effective coaching, a review to guide thinking and develop understanding and a discussion to develop personal plans to apply in practice.
This end2end Academy Coaching Skills is an experiential workshop that enables participants to understand and develop the attitudes, skills and behaviours required for the day to day informal coaching of others.
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Public Classes | In-house customised sessions
WHO SHOULD ATTEND
The workshop is ideal for:-
- Line managers who need to develop staff or improve others' performances
- Trainers and teachers who want to develop a more facilitative approach
A thought provoking pre-workshop questionnaire that is designed to ensure participants come ready to learn.
Managers are often very good at 'Getting the Job Done' through a directive management style, clear instruction and tight monitoring, but what if they spent a little more time investing in their people? This first activity challenges managers to reflect on their current style of management. For many there will be the uncomfortable realisation that they don't coach as often as they should.
This self-assessment questionnaire encourages participants to assess their abilities as a coach. What are the skills, attitudes and behaviours they need to use more of (or less of) if they are to as successful as possible? This questionnaire forms the basis of small group activity during which participants critique and coach each other.
To be effective during this task participants must adopt an approach consistent with the basic principles of effective coaching. The objective is to help participants develop greater insights into the attitudes and skills behind effective coaching as well as the potential benefits, feelings and emotions that can be generated. The difference in styles generated in this activity provides a powerful contrast with the styles that are likely to have been employed during the first practical activity.
Part 1 of the workshop concludes with everyone summarising their personal learning from part 1 and identifying the key elements that they should practice. About one week prior to Part 2 participants are sent a worksheet to help them assess their progress and identify personal learning objectives for Part 2.
In Part 1 the learning was orientated around understanding the principles of coaching and coaching tangible tasks (e.g. assembling products). Part 2 moves on to coaching less tangible skills, e.g. communicating or even coaching. The format of Part 2 is similar to Part 1 (activity followed by review). The session begins with small group structured reviews of personal progress to date and establishing and agreeing personal learning objectives. These personal objectives are then addressed through small group activities designed to involve everyone as the coach, the coached or the observer: the learning in Part 2 is very personal. The whole programme finishes with individuals helping each other develop plans for the implementation of their learning and committing to coaching each over the following weeks.