Coaching skills for managers
4.3 (23 ratings)
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Coaching skills for managers

A guide to using coaching as a leadership skills development tool
4.3 (23 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
510 students enrolled
Last updated 6/2017
English
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Current price: $10 Original price: $45 Discount: 78% off
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Includes:
  • 42 mins on-demand video
  • 1 Supplemental Resource
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Understand what coaching is
  • Be able to identify when it is appropriate to use coaching and when it isn’t
  • Understand the benefits and the costs of taking a coaching approach
  • Be able to identify good coaching opportunities
  • Know how to move to coaching conversations
  • Understand how to conduct a coaching conversation
  • Understand what might get in the way of someone engaging with a coaching conversation
  • Know useful coaching questions
  • Understand how to conclude a coaching conversation
View Curriculum
Requirements
  • No prerequisites required.
Description

Welcome to this course on coaching skills development. By studying this course, you will learn how to assess when coaching is the appropriate development approach, how to engage someone in a coaching conversation, how to conduct a coaching conversation and how to effectively conclude a conversation. In addition, you will learn when coaching is not an appropriate approach, and when people might not to in a position to benefit from a coaching approach. The course includes video clips of coaching conversations that illustrate the points being made. 

This course is for you if you are required to assist in the professional development of other people at work. This could be as a manager, or as a business owner who is required to develop the leadership skills of your team members, as an internal coach, or if you are interested in or beginning a professional career in coaching. Equally it will be useful to those in a mentoring role, and to the learning and development professional. This course is aimed at those who want to improve their skills in helping others develop.




At the end of the course, students will be able:

  • Understand what coaching is

  • Be able to identify when it is appropriate to use coaching and when it isn’t

  • Understand the benefits and the costs of taking a coaching approach

  • Be able to identify good coaching opportunities

  • Know how to move to coaching conversations
  • Understand how to conduct a coaching conversation

  • Understand what might get in the way of someone engaging with a coaching conversation

  • Use useful coaching questions

  • Understand how to conclude a coaching conversation
Who is the target audience?
  • The target student is someone who is required to assist in the professional development of other people at work. This could be a manager who is required to develop the staff in his or her team, internal coaches, or those beginning a professional career in coaching. Equally, it will be useful to those in a mentoring role, and to the learning and development professional. This course is aimed at those who want to increase their skill in helping others develop.
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Curriculum For This Course
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Welcome to this Skill Boosters course
1 Lecture 01:57

Welcome to this course on Essential Leadership Coaching Skills. By the end of the course you should

Know the advantages and benefits of taking a coaching approach

Know the disadvantages and costs of taking a coaching approach

Be able to identify appropriate situations for coaching

Be able to identify when coaching is not appropriate

Be able to turn other conversations into coaching conversations

Be able to use questions to draw out their resourcefulness

Be able to use questions to help them develop their thoughts and ideas

Be able to ‘roadtest’ their readiness to make changes

Be able to conclude a coaching conversation

Understand the situational indicators that coaching is not an appropriate development process

Understand the personal indicators that coaching is not an appropriate development process

Preview 01:57
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Essential coaching skills
10 Lectures 40:08

Coaching is about:

·       Drawing out resources rather than trying to push them in. This can be particularly useful for young or inexperienced managers working with experienced and knowledge teams. Coaching will help them use their existing resources better, and enable you to learn from them.

·       Helping people learn to think. This can be particularly useful with new graduates who need to learn a whole new thinking pattern to do well at work as they discover that exam passing skills are not sufficient for career performance and development. 

·       Iluminating hidden skills, resources, knowledge, experience, and interest

·       Turning potential into capacity

Coaching is generally experienced as motivational and empowering.

Why use coaching as a development approach?
02:59

It is important to be clear what you are coaching for

Examples might be:

To improve problem-solving skills

To improve emotional intelligence when interacting with customers

To increase confidence in own abilities and so ability to be pro-active and use initiative

To increase team collaboration and mutual support

To develop expert Excel skills

And also what you are not:

For example, while for one person developing expert Excel skills might be key for their job, for another their engagement with Excel may be a very rare occurrence. In this case, other ways of solving the problem might be more effective and appropriate. 

Be clear what you are coaching for
02:32


If people come to you expecting you to give them the answer, then you need to turn the conversation into a coaching conversation. These questions will help:

a) ‘That sounds interesting/challenging/important, what do you think might be the way forward? What ideas do you already have?’

b) If that is what you are worried about, what do you want to see happen instead?

c) If I wasn’t here, what would you do about this?

d) I can see you are looking for help with this, what is the most helpful question I ask you to help you with your thinking in the 30 seconds we have here? 

Use turning questions
04:34


Explore and develop the opportunities
04:43

This is a crucially important part of the process where you are testing to see how committed, ready and energised they are to make this happen. To explore this you might ask questions like:

a) What’s your first step?

b) Who else do you need to talk to?

c) How will I know you are making progress?

d) On a scale of 1-10 how ready are you to get going on this?

e) What else needs to happen to increase your readiness?

f) How can I support you to make this happen?

Offer encouragement and support, express belief, and agree a ‘progress check’ process.

Road test for readiness
08:29

Coaching is not suitable for every occasion. Sometimes people do need to be told. Examples of when it is appropriate to give advice might be when:

They don’t know enough to even start to engage with the challenge

They are missing a vital piece of information, and need telling it

It’s an emergency, you have the answer and speed is of the essence

It’s not worth the time or energy e.g. it is doesn’t fit the criteria of lecture three

When coaching is not appropriate
01:48

Blocking types of behaviour that makes it hard for them to engage in coaching, for instance:

It's your job to think, not theirs

They are still smarting about some previous managerial behaviour (this can go on for years)

They have zero confidence in themselves and their ability and are highly dependent on others

They are severely depressed, anxious or otherwise cognitively incapacitated

They are fully preoccupied with other challenges, maybe outside of work, and have no capacity to engage with being creative.

In this case you need to address these challenges before you can hope to get very far with coaching. 

Blocking factors
02:34

So - be aware that coaching isn’t for everyone and every situation. Beyond that though, on the whole, once people genuinely believe that you want them to contribute and you will support them in their adventures of learning, they relish it; and they will grow in ability, confidence, initiative and general switched-on-ness before your very eyes!

Conclusion
01:37

Assessment quiz
10 questions
About the Instructor
Skill Boosters
4.5 Average rating
510 Reviews
5,926 Students
18 Courses
Courses for inclusive, productive and healthy workplaces

At Skill Boosters we work with leading subject matter experts to design, develop and deliver training for the workplace.  We are passionate about delivering behavioural training which helps to build productive, tolerant and inclusive individuals, teams and workplaces and which improves lives and life chances.

Our courses combine video drama, expert analysis, documentary sequences and interactive study to provide flexible, cost-effective training that engages, informs and inspires our learners.

Skill Boosters courses and resources are trusted by many of the world's leading organisations to develop and improve the skills and behaviours of their people.

Ms Sarah Lewis
4.5 Average rating
111 Reviews
2,214 Students
4 Courses
Chartered Organizational Psychologist at Udemy

Initially a social worker, Sarah built her expertise in helping people change their ways of thinking and behaviour by working in child protection. Since then she has worked for over 20 years with organizations from production and service sectors as well as with higher education, not-for-profit and local and central government. A chartered psychologist, Sarah is an experienced facilitator with special expertise in creating individually designed large or whole system interventions based on Appreciative Inquiry, Open Space and other key collaborative transformation methodologies. She works in the areas of socio-technical system implementation, team development, whole system change and organisational development. She helps organizations to address their issues, meet their challenges and achieve their desires in areas of organisational life such as performance, change, strategy, relationships, morale, engagement and motivation, working together, process improvement, leadership, co-ordination, and effectiveness. She is often asked to help when things are ‘stuck’ or dysfunctional at a team, organisational or individual level, yet is equally able to help make good better.

She is the author ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ and lead author of ‘Appreciative Inquiry for Change Management’. She is a recognised expert in these areas and speaks regularly at National and International Conferences.