High performing teams are not easy to create.

COACHING FOR RESULTS

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