The leadership coaching programme is designed to complement leadership development as well as to impart competencies critical to improving performance and enriching lives. Coaching, when correctly employed, is what sets a leader apart from merely managing people.
The programme presents a progressive method in challenging, motivating and connecting with a changing demographic of employees. It is especially pertinent to the organisation’s succession planning to begin grooming the next generation of leaders who will advocate for a culture of learning and development; leaders who nurture and bring the best out of the talent pool.
The coaching conversation is more than just a developmental tool. It is a life skill that arms the practitioner with the ability to actively listen, question, probe and explore opportunities. Skills that are vital to your ability to communicate and connect in a meaningful way.
Beginning with an understanding of the concept of coaching – its principles, methods and processes – we take every participant through an array of activities to anchor their learning. Key to this programme, which differentiates from other coaching programmes, is where we start by undoing “bad habits”; that is, practices that contravene the principles of coaching. In essence, we empty the cup before filling it again.
The programme then takes the participant through a systematic acquisition of competencies relevant to developing a coaching mindset. These are learned skills and require practice in order to gain mastery. As a fulfilment, the programme will deliver on the coach’s ability to draw out an outcome, help the coachee arrive at an action plan and communicate a SMART goal.
Demonstrate professionalism to set a good example at peer level; Support others through own initiative and enthuse others through own positive and energetic approach.
Demonstrate leadership using peer-coaching as an intervention to motivate and increase self-efficacy in others; in so doing, nurture resourceful, resilient, self-driven and empowered individuals in the organisation.
Coaching to:
After completing the training, you should be able to:
Activities:
a. Group: Differentiating Between Counselling, Mentoring, Teaching, and Coaching
b. Group: Qualities of a Good Coach
c. Group: Passion, People, Power
Activities:
a. Class (Open): List Bad Habits; Reasons Behind Bad Habits (Why We Do What We Do? For What Purpose and Whose Benefit?)
b. Group: Stop, Start, Continue (With Regard to Habits)
c. Pair: Triggers and Substitutes
Activities:
a. Pair: Guided Questions Based on FOCUSED Principles
b. Group: The Instruction Manual (Instruction vs Coaching)
Activities:
a. Role Play: Conversation Using TOEAF
b. Group: PRO Model Exercise
Activities:
a. Pair: Show and Tell
b. Pair: The Trust Factor (Starting the Coaching Conversation)
Activities:
a. Pair: Asking Fact-Finding Questions (The “What”) – Focus on the Topic and Outcome
b. Pair: Asking Probing Questions (The Reason, Intent, and Motivation) – Focus on Feelings and Thoughts
c. Pair: Exploratory Questions (The “How”) – Focus on Exploring Way Forward and Action Plan
Activities:
a. Pair: Based on the Last Coaching Conversation, Pair Up with the Same Partner and Produce an Action Plan with the Support of the Coach
b. Individual: Writing a SMART Goal (Using the Earlier Action Plan)
c. Pair: Coaching Conversation Practice – From Outcome to Action Plan
Activities:
a. Individual: Reframing Exercise
b. Facilitator: Demonstration of Scaling and Visualising Outcome, Followed by Practice (Pair)
c. Role Play
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