The evidence for manager-led coaching effectiveness suggests that many managers are not necessarily good coaches. Research by Jack Zenger and Kathleen Stinnett found that over 50% of employees turn to someone besides their boss for help with work dilemmas.
This workshop looks at the business case for coaching and its impact on performance – for both the team member and the coach.
As part of the workshop, the group will identify the ways that coaching differs from other development methods such as training and mentoring. You will have opportunities to work through a typical coaching conversation including positioning the conversation, applying the iGROW model in ‘dilemma’ coaching, and creating specific goals for action.
By the end of this workshop, you will be able to:
- recognise the value of coaching
- recognise the unique qualities of coaching that distinguish it from other ways to facilitate professional development
- assess an individual’s readiness for coaching and determine when to coach
- build confidence and expertise in core coaching skills through practice
- use the iGROW coaching approach in development conversations.
- The business case for peer-to-peer coaching
- The four essentials of good coaching
- Give it a Go! Practising listening and summarising
- The iGROW approach and crafting thinking questions
- Peer-to-peer practice of the iGROW approach