OVERVIEW

According to current research, 4 out of 10 newly promoted managers and executives fail within the first 18 months in their new positions. The single biggest reason for their failure, according to a survey of 826 managers: “They fail to build partnerships with subordinates and peers.”

Coaching is THE single most effective managerial activity. Coaching creates a climate where individual employees can successfully learn, grow, and contribute. In practice it is ongoing, face-to-face conversations that aim to transform problem work situations into improved work performance and opportunities into increased personal satisfaction.

There are a number of compelling reasons why you should spend time working on becoming a more effective coach. Among them are:

• It is far less expensive to improve a person's performance than to replace them.
• You are judged by the performance of the people you manage. Any time you choose to avoid helping a staff member improve, you are hurting yourself.
• Poorly performing staff who become competent and competent staff who become high performing are critical strategic assets.
• Good coaching builds more positive relationships with staff, and good relationships are the basis of higher levels of task accomplishment.

Participants Will Learn To:

• Understand the variables that contribute to high performance and sub-par performance
• Practice leadership behaviors that contribute to developing more trust with staff
• Deliver constructive and affirming feedback to close performance gaps
• Delegate tasks to develop high performers and free up their own time for more strategic work
• Develop “contracts” with key staff on how best to work together on their development
• Leverage recognition as motivational tool

2-Day Workshop Agenda

Day One - Systemic Coaching

• High- and Low-Performance-Leading Systems
• The Four Cornerstones of Coaching Partnerships
• Coaching for Performance Improvement
• Conflict Resolution Styles
• Delivering Effective Feedback
• Practicing Performance Improvement Conversations

Day Two - Coaching for Development

• High-Performance Driving and Restraining Forces
• Employee Expectations
• Delegation
• Coaching and Development Contracts
• Using Recognition
• Stop-Start-Continue