Supporting employee opportunities
For anyone who is leading a team, whether a supervisor or higher in the organizational structure. Also for anyone who is in a more senior role who needs to be able to work with, and influence other people.
Being a coach involves being a role model, sometimes a counsellor or supporter, and always a guide. Coaching is based on a partnership that involves giving both support and challenging opportunities to employees. Knowing how and when to coach is an essential skill that can benefit both you and your organization. During this two-day workshop, you will deep dive the value of the coaching model, as well as develop and hone your leadership coaching skills!
Creating the Foundation for being a Successful Coach
Coaching is a proven Leadership Model that will provide significant support to you as a leader and will also support you in driving results through your team(s). We will first examine the foundations and critical success factors of teams and organizations that leverage the Leadership Coaching Model. As well, we will identify “highly effective behaviors” needed to coach performing and successful teams.
Strengthening Communication Skills
Effective communications is a key aspect of successful coaching. Participants will review coaching best practices, explore different communication skills and create their own action plan for success. We will also examine two key coaching tools: asking powerful and probing questions, and listening.
Looking at Self-Disclosure
As a coach, we need to develop the skills and competencies of our teams. As such, we need to embrace the leadership skills that we can be even better at. Hence, we will look at our own leadership competencies and develop action plans for individual growth and development.
Developing Critical Coaching Skills
Participants will examine case studies and have the opportunity to practice important coaching skills in small groups. They will also be able to see demonstrations and examples of effective coaching in various interesting and difficult situations.
Developing a Performing Team
As leaders, many of us have our “Go-To” people and we often rely on a small percentage of our team to achieve much of the results. As we continue to refine our leadership coaching skills, we will learn how to expand our number of “Go-To” people and work with ALL our employees to improve their performance.
Leaders often go home at the end of the day exhausted by the number of emergencies and problems they had to manage, and frustrated that they were not able to find time to work on THEIR OWN top priorities. Through the leadership coaching model, we will deep dive the skills of empowerment and accountability, and examine tools and processes that coaches can use to help gain buy-in for change from employees.
Providing Performance Feedback
As leaders, some of the most difficult conversations we have (and sometimes avoid) with our employees, are the ones that involve “Feedback for Improvement’. “We will explore how to provide such feedback in a much more effective way, by leveraging the model of leadership coaching skills. We will also have an opportunity to discuss types of feedback, learn some useful tips and to practice these skills is a safe learning environment.
- Use coaching to develop your team
- Develop the coaching skills that help improve individual performance
- Demonstrate the behaviors and practices of an effective coach
- Recognize employees’ strengths and give them the feedback they need to succeed
- Identify employee problems and ways you can help to correct them
Laurie holds a Master’s degree in Human Systems Intervention (organizational development) from Concordia University, and a Certificate in Adult Education from St. Francis Xavier University. She has also completed the Personal and Professional Coach Certification program at Concordia, and is a certified social and emotional intelligence coach through the Institute of Social and Emotional Intelligence. Laurie is certified to use several psychometric tools, including Myers Briggs Type Indicator, Thomas Kilmann Conflict Mode Instrument, the SEI profile, and Leadership Behavior DNA amongst others