Sometimes managers say they want to develop a more coaching style of leadership. This means that they want to make the switch from directive control to a more guiding role.

 

The term 'coaching' is typically such a word that causes confusion , because not everyone who uses the word also means the same.

Coaching as a Manager is sometimes confused with empathy, commitment, 1-to-one support,

even with instructions and explanations.

'Being busy' with your people is then quickly referred to as 'Coaching'.

 

Is coaching a trendy management style?

Yes. More than 80% of the managers say in a recently published monthly that they coach, while only 40% of the employees say they notice this in practice.

 

Many conversations with managers show that work pressure , priorities and deadlines prevent them from investing sufficient time in coaching.

They also experience too little support in developing coaching skills and developing the necessary knowledge of coaching models and techniques.

 

Coaching is a competence that can be developed

It is therefore important to become familiar with the basic principles of coaching, but you learn real coaching mainly by practising.

Coaching is understanding and being understood, listening, asking questions, reflecting and 'putting the other to work'.

There are methods for this and you don't learn them just like that.

 

Target Audience?

This training is for: Executives, Managers and team leaders

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• you want to have some insight into the management style you most often use

• you want insight into the pitfalls of coaching leadership

• you want to further develop other leadership styles

• you want to delegate responsibilities rather than just tasks down in the organisation

• you want to promote the autonomy of your employees and the independent working of your team

 

Program

 

• What is coaching and what is it not?

• When to coach, when better not

• Difference between inspire and manipulate

• Apply the basic skills in coaching interviewing

• The coaching process. Connection-Focus-Action-Review.

• How to actively listen and ask questions.

• The GROW model as a basic structure

• Giving and receiving effective feedback

• Reframing and challenging

• Balance between result orientation and relationship orientation

• Working with action plans