Coaching Intelligence for Today’s Leaders
Leaders who adapt to a coaching style of leadership for their teams are more likely to find success in meeting business objectives with less conflict, stronger engagement and more innovation.
That’s the promise behind our unique Coaching Intelligence for Today’s Leaders program. The Executive Coach Global training is built on sound coaching principles endorsed by the International Coach Federation – ICF. The coaches who participate in our program develop a deep understanding of and commitment to sustainable coaching within their own organizations.
We offer this program in partnership with The Flow Coaching Institute. Together, we deliver Accredited Coach Training Program content that is recognized and approved by the ICF. Those who complete our program receive a certificate of achievement and can apply those hours to future training if they wish to become a fully accredited ICF coach.
The Leader as Coach – Core Essentials
The Leader as Coach is a three-day course on Coaching Leadership Style.
The ICF-accredited program has been developed based on Positive Psychology coaching tools and processes, to reframe the context of leadership skills and managerial effectiveness for today’s managers and senior executives. It provides managers and senior executives with a set of effective skills to coach their employees and adopt a coaching perspective in leading the business and various processes within their organizations.
This program will show Managers and Executives how to effectively blend coaching tools and strategies to align with your organization’s current management style. It helps you empower your people to excel… and when your people excel, you excel!
- Gain a broader perspective about leadership and where coaching style fits in the big picture.
- Understand the manager’s role as coach: coaching skills versus mentoring, directing, or micro-managing.
- Improve the quality of daily workplace conversations (Our philosophy on engagement and motivation).
- Inspire and energize team members around specific goals and projects to move towards positive results with greater ease.
- Involve employees more skillfully and maximize their potential.
- Learn creative ways to instill vision alignment.
- Motivate direct reports, colleagues and others with proven tools.
- Build relational skills to cope with cultural diversity issues.
The Leader As Coach will:
- Learn how to focus and maintain mental discipline.
- Apply coaching principles and methods to gain a good strategic perspective on analyzing processes, problems, conditions, and people.
- Develop effective goal setting and prioritizing of skills.
- Learn how to inquire towards shared vision and engage around common values.
- Seek out inclusion opportunities in today’s diverse atmosphere.
- Learn to have a facilitative approach to processes and people.
- Become aware of different motivational styles and learn how to create a high-performing team atmosphere.
- Engage others by giving space for them to think and participate through active listening and open-ended questions.
- Come to value the power of self-awareness in him/herself and others.
- Appreciate feedback as a source of valuable information.
- Understand the importance of coaching presence in approaching conflict management.
With a coach approach, employees are more internally motivated because the manager facilitates rather than commands, never using excessive power over their team.
I. Day One Overview: What is Coaching Leadership Style?
The objective of day one is to provide participants with a tangible understanding of where coaching fits in management and how it can be practiced in the daily routine of business life.
Positioning Coaching Style Leadership in The Big Picture of Management
- What is Coaching?
- Who is the Leader As Coach?
- Four Quadrants of Multidimensional Leadership;
- Differences between mentoring, coaching and therapy.
Communication Skills For Coaching Effectiveness
- Coaching principles for building trust and high-level rapport in managing effective coaching dialogue;
- Moving away from the perspective of “know it all” and “answer givers ” to “facilitators”;
- Verbal tools including softeners, paraphrasing, and summarizing;
- The four different tones of voice;
- Three levels of listening;
- Qualities of open-ended questions;
- Coaching in person and coaching over the phone;
- The tunnel for positive change: how to move from problem orientation towards creative thinking.
Structuring your Coaching Dialogues
- The Architecture of Coaching Sessions;
- Principles of running effective employee and team coaching dialogue;
- The FLOW-STAR Model: Five Steps of Planning Success;
- How to develop a plan to effectively align your goals and the employee’s and/or team goals with those of the organization;
- Coaching towards effective use of time;
- Vision development questions: Effective tools to create energy and commitment to a new vision
Experiential, hands-on, well developed exercises
II. Day Two Overview: Effectively Structuring Your Managerial Coaching Sessions
The objective of the second day is to help managers practice coaching dialogues and adopt those dialogues into their daily reality. We demonstrate how to coach their actual goals and issues in the workplace, and then they practice these skills. We show them how to use proven coaching tools and techniques that will increase their executive effectiveness and their relevancy to topics such as workplace engagement, performance evaluation, employee development plans, change management, and motivation, among others.
Effective Goal Setting and Prioritization
- Maneuvering through the systems approach: the value of building management;
- The Wheel of Effective Goal Setting and Prioritizing;
- Four qualities of effective goals;
- Scale questions;
- Identifying the elements of effective prioritization: these techniques will help break through the challenging “push-pull” predicaments.
The FLOW Model: A Fresh Perspective to Managing Talent
- The FLOW Model – Why do we engage or disengage?
- Coaching others towards the FLOW experience;
- How can we inspire others to develop new skills and take it to the mastery level (“The Path to Mastery” model);
- Positive Psychology questions, vision development questions, and SMART questions;
- Future-visioning tools for helping the self and employees develop strategic mental scenarios.
Coaching Different Motivational Habits
- “Four quadrants of motivation” and matching their language;
- “Motivational Levels” model: What does it mean to motivate others and how can we coach them through all motivational levels for sustainable success.
Experiential, hands-on, well developed exercises
III. Day Three Overview: Coaching for Sustainable Performance
On this third day we work with our relationship of the fear of failure and success response. We learn strategies for opening up creative thinking and inner brainstorming. Working with our minds, bodies, and hearts, we create alignment and move beyond fear of failure. We will also discuss how to develop others’ (employees) self-evaluation for increased performance.
Leading through Gaining Commitment: Moving Beyond the Fear of Failure
- Leading through gaining commitment, not compliance, means that we learn how to manage by using peoples’ own self-evaluations as the cornerstone to ongoing improvement. We leave behind the pitfalls of power management and become the coaching leaders.
- How to develop your employees’ self-evaluation of their own performance;
- How to move beyond the fear of failure;
- Fundamental time-energy-motivation discussions.
Understanding the relationship between our brain systems, motivation, and our reaction to change
- The habitual systems in our brain and their relation to our motivational style;
- How can we orient our brain towards positive change by using creative coaching tools and questions?
- Our brain’s response to change;
- Strategies for coaching resistance to change.
Taking the Coach Position
The structure of effective coaching conversations starts with understanding beginning, middle, and end. We will practice building effective coaching sessions in multiple settings including face-to-face, over lunch, or on the phone. We will work with the power of future pacing, ‘as-if’ questioning and frame setting to have your employee move quickly to clarity and effective action.
- Demonstrating your effectiveness in brief coach/employee dialogues;
- Using self-evaluation formats;
- Celebrating employee successes;
- Using checklists to success
Experiential, hands-on, well developed exercises
IV. Practice Building and Supervision
Integrating coaching into our daily lives is almost like learning a new language. You learn a different dialogue set and fresh terminology that is new to our habitual system. Therefore, learning to coach requires repetition and practice. The Leader As Coach program has three supervision sessions either individually or as a group. These supervision sessions help them refine their skills towards enhancing their competencies and building confidence.
Certificates and Accreditation
The FLOW Coaching Institute Leader As Coach Certificate awards thirty International Coach Federation Approved Coach Specific Training Hours that count towards ICF ACC certification.
Here if some feedback from former participants about how this program helped them to apply coaching in their workplace with confidence:
“In the week after the program I became very aware of my pattern for being the boss. It was difficult to keep remembering to ask for permission rather than just telling people what to do. My team was very busy and it was difficult to set up conversations. I decided to take on asking five open-ended questions every day. It worked. I found myself in dozens of on-the- fly coaching conversations. Everything grew from there. There is now a whole new level of energy in my team.” Ally E. Malacci, Chief Marketing Officer, CCI
“As an organization we have for several years strived to release an ambition of coaching as the philosophy of management to transform our culture into a high-performing one. FLOW really helped us in establishing a common framework and a practical understanding of managerial coaching. All our 250 leaders went through a Leader As Coach program followed by 1:1 coaching and supervision sessions. Due to brilliant tools and a common understanding of the mastery of coaching, they were able to implement coaching as a leadership style with great effect. We could see remarkable effects on our employees, increased workplace engagement and performance results”. Jasmine Chocker, Director of Training and Development, Defacto International