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Coaching Skills for Managers: Develop Team Performance
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7 students

Coaching Skills for Managers: Develop Team Performance

Use active listening, purposeful questions and action reviews to develop people through everyday coaching conversations.
Created byDr. Law Payne
Last updated 11/2026
English

What you'll learn

  • Prepare a coaching conversation around a specific performance goal and relevant evidence.
  • Use listening and questions to examine a problem before moving straight to advice.
  • Help an employee compare options and choose a bounded, practical experiment.
  • Agree on support, follow-through and a review that builds more independent thinking.

Course content

2 sections • 10 lectures • 1h 50m total length

  • The decision and the first useful result10:56

    Distinguish the colleague’s actual concern from the solution you are ready to recommend. Use the selected request examples to prepare a listening summary, useful questions and your own management contribution.

    Open Resources beside this lecture. Download the Coaching Listening and First Goal Map learner worksheet and accompanying case packet. Make your own attempt before reading the worked interpretation, then use the transfer task in an appropriate workplace situation.

  • Listening in practice11:50

    Listen for the decision behind a colleague’s workload complaint. Repair Elise’s initial summary, use Owen’s actual goal and prepare questions that could change your understanding.

    I designed the Manager Coaching Listening Practice Workbook to turn this lesson into a practical decision. Open Resources beside Lecture 2 and download the case workbook. Complete your own response first, check the worked interpretation afterward, then apply the transfer prompts to an appropriate situation in your own work.

  • Questions and the evidence behind it11:28

    Choose coaching questions that can change your understanding. Inspect Elise and Owen’s conversation for hidden assumptions, fixed requirements and genuine choices about the next action.

    I designed the Coaching Question Purpose and Assumption Sheet case workbook to help you practise this decision. Open Resources beside Lecture 3 and download the workbook. Write your case response before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own workplace.

  • Options without hidden assumptions10:50

    Compare coaching options within real authority and capacity. Record Owen’s selected action and Elise’s support commitments while keeping the unstarted live experiment distinct from results.

    I designed the Coaching Options And Action Choice Worksheet case workbook to help you turn this lesson into a practical action. Open Resources beside Lecture 4 and download the workbook. Make your own attempt before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own work.

  • The foundation case and your first deliverable11:13

    Bring a coaching conversation together without supplying every answer. Prepare a correctable summary, compare options and specify Owen’s selected action, provisional eligibility rule and Elise’s support responsibilities before the trial begins.

    I designed the Foundation Workshop Worksheet case workbook to help you turn this workshop into a practical deliverable. Open Resources beside Lecture 5 and download the workbook. Complete your own attempt before checking the worked interpretation, then use the transfer fields to prepare an appropriate action in your own work.

Requirements

  • No management qualification is required. Bring an appropriate workplace example and a way to use the downloadable exercises.

Description

This course contains the use of artificial intelligence.


Someone brings you a problem. You know the answer, so you give it. The next day, they're back with the next decision.


You're helping—but are you also teaching them to wait for you? Some moments call for instruction. Others offer a chance to develop the person's judgement. Let's help you recognise that moment and ask a question that moves their thinking forward.


I'm Dr. Law Payne. My master's degree in Educational Psychology informs this course for managers, team leaders and business owners who want to develop people through everyday conversations.


You'll practise listening before solving, asking questions that open useful options and helping someone choose an action they can test. We'll also distinguish a coaching moment from a situation that needs direct instruction or feedback.


Bring a conversation you keep having with someone on your team. You'll use the resources beside the lessons to prepare questions, listen for assumptions and help the person choose an action they can test. Worked examples show where coaching helps and where clarity, direct feedback or instruction needs to come first.


Imagine your team member leaving a conversation with a decision they understand and ownership they can carry. Enrol today, and let's build that kind of everyday coaching into the way you lead.

Who this course is for:

  • Managers and team leaders who want practical coaching conversations that develop employee judgment and action.

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