Upon completion of this course, participants will be able to:

• Differentiate between coaching, mentoring, consulting, and managing.
• Apply a structured coaching model (e.g., GROW or CLEAR) to coaching conversations.
• Master the skill of active, empathetic listening in professional contexts.
• Formulate powerful, open-ended questions that promote self-discovery.
• Provide constructive feedback that focuses on development and future action.
• Identify appropriate situations for using a coaching approach with direct reports and peers.
• Develop a coaching agreement that outlines goals, roles, and responsibilities.
• Help coachees develop clear, measurable action plans with accountability.

• Managers and supervisors at all levels.
• Team leaders responsible for employee development.
• High-potential employees preparing for people management roles.
• Project managers who need to guide and motivate team members.
• Peers who wish to help colleagues navigate challenges and growth.

• Extensive role-playing of various coaching scenarios (e.g., performance issue, development goal).
• Practice using the GROW model in triads with immediate feedback.
• Active listening exercises with specific constraints.
• Group critique of poorly vs. well-formulated questions.
• Video observation and analysis of professional coaching sessions.
• Case study: transforming a traditional performance review into a coaching conversation.

Unit 1: The Foundations of a Coaching Mindset

• Shifting from Telling to Asking
  • Defining coaching and its powerful benefits for development.
  • The core belief: people have the resources within them to succeed.
  • Key differences between the roles of a manager, mentor, and coach.
  • Establishing trust and confidentiality in the coaching relationship.
  • Ethical guidelines for coaching in a professional setting.

Unit 2: Essential Coaching Models and Skills

• Applying the Structured Framework
  • Deep dive into the GROW model (Goal, Reality, Options, Will/Way Forward).
  • Mastering the art of **active listening** and summarizing.
  • Practicing the formulation of powerful, insightful questions.
  • Using silence effectively to allow for reflection and insight.
  • Structuring a 30-minute coaching conversation from start to finish.

Unit 3: Coaching for Performance and Development

• Focusing on the Coachee's Growth
  • Techniques for coaching on performance gaps and challenging behaviors.
  • Coaching for goal-setting and accountability.
  • Using coaching to empower direct reports to solve their own problems.
  • Transitioning from a management conversation to a coaching one.
  • Handling resistance and skepticism from the coachee.

Unit 4: Feedback and Peer Coaching

• Integrating Coaching into Daily Interactions
  • Giving developmental feedback using a coaching approach (e.g., SBI model).
  • Strategies for peer coaching and reciprocal development.
  • Coaching teams vs. individuals: group facilitation skills.
  • Recognizing when a coaching approach is *not* appropriate (e.g., crisis).
  • Documenting coaching conversations and tracking progress.

Unit 5: Sustaining and Developing Coaching Practice

• Personal Coaching Action Plan
  • Identifying opportunities for daily coaching in current role.
  • Creating a personal development plan to refine coaching skills.
  • Strategies for seeking supervision or coaching for oneself.
  • Measuring the impact of coaching on team performance.
  • Building a supportive coaching culture within the team.