Management Coaching: Coaching Employees for High Performance

In this module, we are going to look at what Coaching in the Workplace is and Why is it Important.

In its essence, coaching in the workplace is about information gathering. Coaching allows you to share information with your teammates using a special process of inquiry and dialogue. Coaching as a manager is leading by asking questions and listening.

Coaching isn’t a technique you use when you detect a problem. Coaching becomes your routine way of managing effectively.

When you and your team members regularly take part in coaching conversations, you change the conversation—and your collaborative actions. As a result, you change your team's performance. So let’s make a start.

In this module we’re going to look at the following things:

- What is Coaching in the Workplace and Why is it Important?

- Why every successful manager needs coaching Skills

- A coaching meeting gone wrong!

- 8 Qualities of a Good Coach in the Workplace

- Exercise: How Good Are Your Coaching Skills?

Let’s begin by defining the word: “coaching”

“Is the interactive process of facilitating, training, developing and/or helping an employee towards improving performance and achieving success and fulfillment”

Or in other words: “Coaching is really the best method to get the most out of employees”.

Once upon a time, most people who went on to have successful careers started out by becoming skilled in a technical, functional, or professional field. Making sure you did your job well meant that you had the right answers If you could prove yourself in that fashion, you'd work your way up the corporate ladder and ultimately into people management, where you'd have to make sure your subordinates knew the same answers.

Not right now. Rapid, continuous, and disruptive change is now the norm, and what worked in the past is no longer a predictor of future success. Managers in the twenty-first century simply do not (and cannot!) have all the answers. Companies are shifting away from traditional command-and-control practices and toward something very different: a model in which managers provide support and guidance rather than orders, and employees learn how to adapt to constantly changing environments in ways that unleash new energy, innovation, and commitment.

Let’s look at the role coaching plays in enabling organizational peak performance.

1. Improving employees' Personal Performance

2. Increasing Employee engagement

3. Dealing with the changing Management needs of the workforce.

4. Attracting and keeping top talent

5. Working effectively in Collaborative and Cross-Functional Projects

6. Adapting to Constant Change

7. Activating the Potential for Major Advances

8. Customer Retention and Growth

9. Delivery of Products and Services of Superior Quality

A personal story about a time when I didn't know how to coach and the devastating effects of that...

Someone in your professional or personal life might be your most valuable coach. It may be someone you met at school, in sports, or at another activity. Answer the questions and explain how this person's coaching helped you.

Let's take it a step further and talk about what makes a successful coach. A good coach is capable of doing a wide range of tasks effectively. But there are a few things that make the best coaches different from the rest. We'll take a closer look at each one. A good coach does the following things:

1. Welcomes Employee Opinions and Ideas

2. Figures Out What the Coachee Needs

3. Has A Goal-Oriented Mindset.

4. Works Together to Come Up with Ideas.

5. Provides Encouragement to the Coachee.

6. Provides Good Guidance

7. Shows Consideration and Respect for the Coachee

8. Wants To Make a Difference and Improve the Lives of Others.

This evaluation is intended to help you learn more about your coaching effectiveness and identify the behaviors you already use and where you need to improve your abilities.

There are some habits that great business people and coaches share. They prepare, plan and execute.

Alexander Graham Bell said: “Before anything else, preparation is the key to success.”

Preparing Yourself for Coaching: Things you need to consider to set yourself up for Success

- How good at coaching in the workplace are you already?

- How to identify and create your coaching objectives

- The Roles of a Coach in The Workplace

- How to Identify Employee Coaching Opportunities

- How to Build an Effective Team coaching Profile

- Management Coaching model - Skill vs. Will

- Case study: a new manager

- Exercise and worksheet: Perform a Skills vs Will Assessment in 4 Easy Steps

- What Is Rapport and Why Is It So Important in a coaching relationship?

You already know what it takes to be a good coach. Now, have a look at the exercise that follows. This is a list of personal characteristics that demonstrate your readiness to begin your coaching function. As you answer the questions and become more aware of what you can do as a coach, you will become more confident in yourself.

Exercise: What It Is That You Have to Offer?

Let’s start by thinking about: What do you want to achieve as a result of coaching?

You should now understand your coaching objectives.

Let’s move on and talk about the four major roles coaches perform. Keep in mind that the goal of each coaching session may differ. The 4 major roles, on the other hand, are critical responsibilities that any coach must fulfill.

Good coaches make good use of their time. When you are a leader, you spend a lot of time coaching everyone on your team. But there are some people who you want to work with more than other people. How do you identify these people?

The persons you pick will differ based on their position in the company and their function.

The purpose of profiling your team is to discover the members of your team who you want to keep the most. Consider the 10 traits discussed before and apply them to your staff. There are four categories; place each employee in the one that most accurately defines his or her contribution.

Instructions for Profiling Your Team: The purpose of profiling your team is to discover the members of your team who you want to keep the most. Consider the 10 traits discussed before and apply them to your staff. There are four categories; place each employee in the one that most accurately defines his or her contribution.

When you are a manager trying to have someone achieve a specific goal, it is important to understand where that person, your employee stands and what it will take to get the results you need.

Skill Will Coaching Matrix

The Skill Will Coaching Matrix is a guide to choosing the best management or coaching style to guide others to success. The matrix helps you match a person's combination of skill level and willingness to four different management or coaching styles.

Depending on where a person falls in the matrix, the Skill Will matrix includes several coaching approaches to use.

Erica just started as an HR Manager for a company and is in charge of a staff of four people. Let's look at her Skill Will analyses of her staff

Let’s now apply the skill will to your employees  and do this exercise

Instructions: Select three to five individuals you need to coach and complete the following exercise.

1. List the names of the individuals and their roles on your team.

2. Answer the 4 questions

What is the kind of work/program/project/task that we want to analyze? What level of relevant skills does this person currently have (in relation to the expectations of the project/program)?

What level of motivation does this person have for securing the outcomes of this project /program and/or for working as a team and/or for ensuring that they perform optimally?

3. Look at the quadrant and give a label: Direct,  Guide, Excite, Delegate

4. Look at Coaching approach and write down which elements you will focus on

Let me share a story and give a word of advice about someone with High Will and Low to Average skill employees.

Rapport forms the basis of meaningful, close and harmonious relationships between people. It's the sense of connection that you get when you meet someone you like and trust, and whose point of view you understand. It's the bond that forms when you discover that you share one another's values and priorities in life.

It takes a lot of time and attention to build rapport. At its core, rapport building is trust-building. It is trust that gives the coach the right to advise, educate, reframe, probe or teach others.

Let me share a story and give a word on being "hard" on the business issues but "soft" on the person.

Plan and prepare in a careful, thorough manner before taking action.

This also applies to coaching so before we go into the coaching itself its important to lay a good foundation for yourself and the coachee to start from. In order to do that we are going to look at the following topics:

- How-to: Effectively set and communicate expectations

- Coaching with a Purpose and Exercise and worksheet

- Guidance for drawing up a coaching agreement: why and how to

- About Being a Good Virtual Coach

Communicating expectations in the workplace helps employees understand what managers or leaders want them to achieve so that they can do a better job in their position and reach goals. As a supervisor, effectively stating what you expect can help reduce confusion and lead to employees completing more tasks successfully.

So let’s solve this and see how we can deal proactively with your expectations in the workplace:

1. Get clear on your own expectations

2. Engage in conversation.

3. Write them down.

I'll share with you a story about not communicating expectations clearly enough

Communicating expectations in the workplace helps employees understand what managers or leaders want them to achieve so that they can do a better job in their position and reach goals. As a supervisor, effectively stating what you expect can help reduce confusion and lead to employees completing more tasks successfully.

Establishing a purpose helps you and the coachee stay on track; it is the first step toward achieving significant outcomes via coaching and mentoring.

Establishing a purpose helps you and the coachee stay on track; it is the first step toward achieving significant outcomes via coaching and mentoring.

Select two to three persons from the exercise before for this activity. For each person, figure out why you're coaching and write this in the exercise.

Every coaching partnership is unique in its own way. One thing that all effective coaches have in common is that they understand the value of starting with a coaching agreement or sometimes called a coaching contract.

Every coaching partnership is unique in its own way. One thing that all effective coaches have in common is that they understand the value of starting with a coaching agreement or sometimes called a coaching contract. Here I'll show you a sheet that you can use in the workplace.

While working from home is the ultimate work scenario for many employees, it can be difficult for many managers to figure out how to deal with. You may feel as if you have no control over the situation, or you may find it difficult to build trust with a remote team. However, it is the workplace of the future, and managers must adapt to make the situation work for all people involved.

If you have been coaching virtually, I have some questions for you to check how well you are doing on these items we discussed.

For many years I knew about the existence of virtual meeting software and its possibilities. But I always believed that doing things in person was better. Then I started to also coach online and it was a great experience. But you have to have some things sorted out.

Communication is essential for us to achieve what we want out of life and work. In a coaching relationship, open and effective communication is a must. It is the inherent foundation upon which the whole relationship grows and develops.

To progressively strengthen the coaching relationship and to achieve the greatest value and meaningful communication from coaching sessions, you as a coach must listen attentively and use empathy to understand the other person’s message.

• How To Use Effective Communication Techniques in a Coaching Session

• Managing Effective Interactions

• Are You Listening? Developing Effective Listening Skills

• Questioning Strategies for Effective coaching

• 6 Coaching Conversations that Effective Managers Must Have

the time you spend in interactions must be productive. Whether you’re interacting with an individual or a group, in a formal or a spontaneous discussion, every interaction must produce results.

Developing and growing your conversation skills can help you create buy-in for your ideas, make better-informed decisions, and get committed action from others.

The key to meeting these practical needs is to use a flexible, effective interaction process—one that helps you cover important information logically and thoroughly. That process is found in the effective conversations model we are going to look at.

The key to meeting these practical needs is to use a flexible, effective interaction process—one that helps you cover important information logically and thoroughly. That process is found in the effective conversations model we are going to look at.

The model consists of several steps, these logical steps are the basic building blocks of a discussion process. Together they provide a road map to guide you through any type of discussion.

The model consists of several steps, these logical steps are the basic building blocks of a discussion process. Together they provide a road map to guide you through any type of discussion.  In this unit, we are going to look at a case study and apply it.

To improve their listening skills, what can a coach do? Let's take a look at three important things about good listening:

1. Being focused on the conversation in the here and now,

2. Listen in order to comprehend rather than reply

3. Respect for the coachee is essential

Active listening is sometimes hindered by our own personality traits. To listen actively requires that you be ‘present’ all through the conversation. Whether it's a face-to-face meeting with the coachee, customer, a phone call, or a web meeting, it doesn't matter. Surprisingly this applies even to interactions on impersonal communication platforms such as emails and social media. Being ‘present’ fully in the conversations promotes active listening. Anything detracting from the ‘presence’ leads to a decline in active listening. How can we tell whether you’re actively listening in your coaching meetings?

12 questions to help you evaluate your active listening skills

Another important skill to have while conducting coaching talks is the ability to formulate and ask strong questions. We'll start by thinking about what makes a question effective.

Effective Question Characteristics

Asking good questions is one of the most impactful things a coach can do. This is a more difficult task than it looks. "I know how to ask a question!" we think as leaders.

Coaching conversations are special conversations. Every time you speak with a coachee, you have the opportunity to uncover possibilities, solve issues, encourage development, and learn more about the coachee's performance. Coaching talks are different from regular conversations in that they need a commitment to the topic—not just chitchat, but a meaningful dialogue. Let's take a look at the kind of discussions you'll be having.

Case study: Asking the Right Questions when Coaching Employees

Now let’s look at some coaching situations and decide what you want to achieve, and which questions you will ask.

After training many managers on coaching I believe every manager has their own unique approach to coaching.  However, most coaching sessions follow a certain structure, and, in this module, we are going to take a look at this logical structure.

The 10-step performance coaching model is a coaching framework that can be used in conversations, meetings, and everyday leadership to unlock potential and possibilities.

The 10-step model is very well suited for coaching conversations for manager-employee situations.

So, what are we going to do in the next modules:

-Pre-meeting preparation

-Effective Performance Coaching Model

-Performance Coaching Planning Worksheet

-Case Study: Ten Step Performance Coaching Model Practice

-Set Goals and make an Action Plan

-We’re providing coaching but how can we make sure the coachee follows through

The framework provides a simple 10-step structure for a coaching session. During the first steps of a session coach and coachee agree on specific topics and objectives for the discussion. During the following steps, both coach and coachee invite self-assessment and try to create more insight of problems and exchange information.

They then move into the next steps, where alternatives solutions are offered, and choices made. And finally, the coach and coachee commit to action, define a timeframe for their objectives, define how they will stay in contact and how they will operationally proceed.

The 10-step model is very well suited for coaching conversations for manager-employee situations. This model is not a life coaching or sports coaching model.

Planning for a coaching session is essential. After some experience, we might be able to walk into a meeting with a coachee and still do a good job, but we will be much more effective if we have a plan into our coach minds.

The next exercise asks you to choose a couple of persons that you would want to coach and to prepare the agenda and the topics that you would like to discuss with them.

Select one or two persons you'll be coaching and respond to the questions.

The 10-step performance coaching model is a coaching framework that can be used in conversations, meetings, and everyday leadership to unlock potential and possibilities.

The framework provides a simple 10-step structure for a coaching session. During the first steps of a session coach and coachee agree on specific topics and objectives for the discussion. During the following steps both coach and coachee invite self-assessment and try to create more insight into problems and exchange information.

They then move into the next steps, where alternatives solutions are offered, and choices made. And finally, the coach and coachee commit to action, define a timeframe for their objectives, define how they will stay in contact and how they will operationally proceed.

The 10-step model is very well suited for coaching conversations for manager-employee situations. This model is not a life coaching or sports coaching model.

Performance Coaching Planning Worksheet. An explanation of how to use the worksheet with your staff.

Case Study: Ten Step Performance Coaching Model Practice. We are going to apply the 10 steps to a case study.

As with any popular idea, models can become overused, and I certainly don’t believe you need to be a “slave” to the 10-step performance model. Although the 10-step model is presented with each element in a particular order, it doesn’t mean you only work with it like this.

So just see it as a tool to help you navigate but don’t be too rigid. Engage in a conversational dance with your employee but you are leading the dance…

For me and for many others I have coached, it’s very clear that having some sort of coaching system, especially when you start out is of great help.

During my coaching conversations, I always felt I was able to drive the meeting and get productive and effective meetings. Because of that, I felt more powerful and confident, and this gave me the ability to step up to other positions in my job.

Learning how to communicate as a leader in a professional business setting is one of the most important things you can do for yourself.

An action plan is useful to a wide range of individuals and organizations, from employees who want to improve their work performance to project managers assigning tasks to team members. It can help you identify a clear path to move toward your goal and confidently organize associated tasks in the appropriate order to achieve your goal in the most efficient way.

Coaching worksheet: Action Plan. Let's look at an example of a straightforward action plan template you can use.

No matter how successful a coaching session feels while it’s underway, if it doesn’t lead to change after it’s over, it hasn’t been effective. Unfortunately, too many managers don't follow through properly and waste the time they've spent coaching. Adopting these techniques after each session will help you to make the process more efficient and productive.

Case study: How can we make sure the coachee follows through

I will give you a case and ask you questions about it..

Employees want feedback. They want an honest assessment of their behavior to help them improve their work. They know that if they listen to, and act on clear and constructive feedback, their overall performance will improve. Successful employee retention and promotion will result, and so will overall job satisfaction.

Your employees know that feedback is central to talent development and advancement.

However, most managers feel uncomfortable delivering feedback, especially when it involves a problem or concern.

Providing feedback that gets results isn’t as difficult or painful as you think. Let’s look at what you can do to make giving feedback a powerful, positive experience that motivates your people to reach higher.

-Why and How to Give Effective Feedback That Leads to Positive Change

-How To Prepare for A Feedback Conversation

-Ineffective feedback

-5 Steps to Giving Good Feedback at Work

-How to start giving difficult feedback (when you haven’t been doing it regularly)

-Giving Feedback “On the Spot”

-Exercise and worksheet: Giving Real-Time Feedback

Feedback gives you a new, objective look at things. However, feedback is only useful if it is effective. As such, it is critical that you set the stage with the coachee. The first step is to prepare to provide feedback.

How do you prepare for giving feedback? What do you need to do to ensure a successful feedback session? Let's take a look at six key points.

Before we’re going to go deeper into the topic can you think about what ineffective feedback looks like as a starting point for this conversation. It's possible that you've been the victim of it—the majority of us have to be honest.

Please think about two or three characteristics of bad feedback that you have seen or had yourself.

Characteristics of Effective Feedback

With feedback we mean the process in which the manager and the employee discuss possible ways to effectively work together to achieve organizational goals.

Feedback can either be informal oral communication or a formal report of performance appraisals, probation etc.

Effective feedback in a workplace setting has several important characteristics.

• It is factual and descriptive, not judgmental.

• It focuses on changeable behavior.

• It is specific.

• It is soon after the event

• It is a two-way street.

Case study: giving feedback

The following situation gives you a chance to practice giving effective feedback.

Even though I have a lot of experience I also find it more challenging when I know it's going to be an unpleasant conversation. I tend to put things off and have a hard time saying what I really want to say. I think all of us can empathize with this it is tough to give good feedback in difficult situations. Let's have a look at some ways for dealing with these feedback challenges.

Now think back to our case with Linda. We know what elements we want to give feedback on but now let’s formulate some feedback messages that use one or more of the phrases we talked about.

Instructions: When you give feedback, think about phrases you could use to make your message clearer.

Here’s some good news for every manager: your team members want to talk to you more. It’s true, especially for your younger team members! Employees feel more confident at work if they talked to their manager about performance more often.

Here’s how to turn it around and give your team the kind of real-time feedback and coaching that engages and inspires them.

Instructions: Consider a person to whom you would want to provide some brief feedback, and then answer the questions below about that person.

Describe the individual as well as the issue/problem or situation

1. Positive start (What things did the person do well?)

2. Set the scene / give insight (How can you provide context or give more insight?)

3. Suggest solutions (What are three areas for improvement?)

4. Check Understanding/ Get Agreement (What to ask to check the understanding agreement)

Great managers try to do right by their employees — treat them well, motivate them to succeed, and give the support and coaching each person needs. But sometimes there are people who may be especially challenging for managers to coach.

Think about the person on your team who is pessimistic at every turn, or the person who refuses your advice with a smile on his face. It’s not fair to you or to the employee to give up, so what do you do?

To overcome this, there are several things you can do. In this section we’re going to look at:

• Overcoming the Toughest Common Coaching Challenges: Common difficult coaching situations and how to deal with it

• Case studies: Common difficult coaching situations and how to deal with it

Coaching can be an extremely rewarding experience. However, there are times when the coaching relationship can become frustrating to you and/or the coachee.

So let’s look at the most common problems that you experience with coaching.

• Coachee isn't dedicated

• Coachee’s expectations are unrealistic

• Coachee approaches the situation in a passive manner

• Coachee’s inability to take chances

• Coachee is afraid to fail

• Coachee is reliant on the coach

• Coachee is putting the blame on others

Case study: Common difficult coaching situations and how to deal with it

Even the finest coaches have to deal with issues from time to time. The coachee might sometimes do things that make the coaching relationship less productive. Let's take a look at some of the most common challenges that coaches face.

Our modern-day work life depends on agile and efficient teams. However, not all teams are created alike. High performance teams are ones that are flexible, focused on a common goal, and who produce superior business results.

Such teams don’t just emerge, they need to be created and nurtured. The role of the team leader or manager in this is critical. How do you take a group of individuals from different cultural backgrounds, skills and work experiences, and mold them into an efficient, focused and collaborative entity?

While one-on-one coaching has many benefits, leadership coaching for teams is also very effective. Growing research shows that team coaching helps to create these high performing teams.

Team coaching encourages the team to work together as a system so that the competencies of each individual are fully maximized.

Greater performance is achieved via coaching the team as a system over an extended period of time. Structural team coaching looks at how the team works together as well as how each person does on their own.

In this section we’re going to take a look at:

-Developing and Sustaining High-Performance Work Teams through Coaching

-Most important responsibilities of a team coach in the workplace

-Thinking Through Your Team Coaching Role

-7 Signs You're Not Really Empowering Your Team Enough

-Coaching for lean excellence and continuous improvement with the Plan, Do, Check, and Act model

-Tips for Successful Improvements

-6 Helpful Strategies to Manage Conflict in Groups and Teams

With far fewer people being asked to do more, it's important for businesses to find effective ways to build and keep high-performance teams.

Business researchers have long been interested in figuring out how to put together teams that can produce results that are larger than the sum of their individual members' contributions.

For the most part, this has taught us that the bigger the differences between team members, the higher the potential for innovation and success, but also the greater the risk of conflict.

You can't just switch on teamwork. It takes time for a new team to "gel" and work to its full potential. What's more, team members go through stages as they move from strangers to co-workers.

Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand Tuckman's model, you'll know how to help your new team to become effective – faster. Let's look at how.

So, we looked at all the elements of one-on-one coaching in the sections before. And we can apply most of these skills and techniques also in a group or team context. There are however a few extra roles that you need to play.

What can a coach do to develop a high-performing team? In this unit we look at a list of responsibilities of a team coach.

Every company, industry, team, and coaching role is somewhat different. So, let’s take a look at the roles that you want to play in your team to make them even more successful.

We’re going to look at 5 key areas to look at how you as a coach can improve the team's performance.

1. Team Purpose

2. Team Goals

3. Team Processes and Values creation

4. Team Collaboration and Relationships

5. Team Skill Development and Accountability

Now, let’s apply this list to your role.  Answer the questions you need to answer to define your role as team coach. Every coaching role is somewhat unique. That’s why you want to identify the roles you want to perform. When you complete the Exercise, you will have done a good job describing your team coaching role.

Let's go a step further with this. In a busy workplace, sometimes coaches give up their coaching role in a way that undermines the team of taking more responsibility and ownership.

Here is a list of things you should watch out for as you coach someone to shared ownership. They clearly show you have stepped out of the coaching role and have moved into a hierarchical leadership style.

Instructions: We just discussed how to detect whether you are coaching for shared leadership. Reread the seven statements and answer the following questions.

Continuous improvement is the practice of making incremental and breakthrough changes to goods, services, and processes over time. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once.

Investing time in coaching your employees and teams helps them improve their work and their skills and abilities, which leads to better business results.

With continuous improvement initiatives, the goal is to nurture a continuous improvement mind-set by empowering employees to make new connections, to seek opportunities, and to act.

THE CONTINUOUS PROCESS IMPROVEMENT MODEL

Among the most widely used tools for the continuous improvement model is a four-step quality assurance method—the plan-do-check-act (PDCA) cycle:

Plan: Identify an opportunity and plan for change.

Do: Implement the change on a small scale.

Check: Review the test, analyze the results, and identify what you’ve learned.  Act: Take action based on what you learned. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

Other widely used methods of continuous improvements, such as Six Sigma, Lean, and total quality management, emphasize employee involvement and teamwork, work to measure and systematize processes, and reduce variation, defects, and cycle times.

Poor improvement projects will not only waste time, but it may also lead to adjustments based on inaccurate findings, making your process, product or service less effective and efficient than when you began. That is why it is critical to make improvement in the right way. Here are some professional recommendations:

Think about your team’s purpose and value and ask yourself "What do we need to accomplish better, safer, quicker, cheaper, or more efficiently?" Fill in the blanks with the following description of the improvement.

When you're in charge of a group of people, you can't always expect everyone to get along. You could even have employees who disagree strongly because of conflicting interests, needs, and agendas. We have to accept that disagreement is a part of daily life and even better than constructive disagreement may help teams develop, generate new ideas, and even lead to breakthroughs.

It is the constructive disagreement that underlies continuous improvement. It's still important, though, for you to be aware of the disagreements and personality conflicts that can happen, as well as misunderstandings and other situations where team members have strong disagreements about what they think should be done.

Congratulations!

You've run the course and finished it! There is no secret to success. It is the result of preparation, hard work, and learning from failure. Well done!

The course is over now, but your work has to continue. Take the worksheets and the notes you made and start putting things into practice.

Start small with an easy straightforward meeting. Practice your skills with different employees and situations.  After practicing a few times, you will find what works for you and you will become more confident, and it also becomes more of a routine. The routine will turn into a habit and if you have successful habits this will lead to a successful job and career.

I wish you all the best and hope to see you again in other courses. If you have any questions, please let me know.

Goodbye for now.

Yours,

Ramon 

Investing in management training for yourself or your line managers can positively impact your business. Management skills training creates more effective managers in their roles, who can drive success within their teams.

By investing in and making management training a priority, you’ll improve your company's success and influence your wider team morale.

In this document, you will find the management courses that I currently offer. If you want to learn more , please take a look.