Do you have a responsibility to support others in the workplace?
Are you involved in management and are curious how to get the best from people?
This complete work place coach course is for those people who are interested in embedding coaching into their work practice, have a responsibility to support other people and would like to develop their practice, for managers wanting to get the best from others or anyone interested in coaching.
You will learn the use of this powerful method of support and development, that empowers, values people and encourages the use of initiative and problem solving.
The course has a balance of video, audio and visual display to ensure you enjoy and engage in the material and the material will continue to be updated and added to.
It is structured in a way that allows you to establish the right parts of the process in order and enables you to begin coaching others as quickly as you choose. It offers the practical applications of coaching and provides theory only to support the application. Coaching is about doing as well as knowing and the skills you learn will allow this.
In this section you will identify what makes coaching such a distinct way of working and some of the key principles of a work place coach. These principles give you an insight into the way a coach thinks that enables them to support others.
You will also explore and dispel some of the myths about coaching in the workplace. These are the sorts of things that prevent people from being really effective work place coaches.
This is a brief quiz about the main ideas presented in this lecture.
The basic principles followed by coaches to assist them in working effectively with others.
In this lecture we will show you some of the research data that demonstrates the impact coaching can have in the workplace.
This information adds support to the key points identified in the previous lecture.
In this lecture you will identify how coaching differs to mentoring and counselling as an approach in the workplace.
Additional text information to support your understanding of how coaching differs from counselling and mentoring.
Additional information to support your understanding of coaching and what it is.
This lecture focuses on the way coaching works within the ethics of an organisation.
It explores how the coaching needs to adhere to key considerations of equal opportunities, confidentiality and discrimination and asks you to reflect on how your own coaching will take these considerations into account.
This lecture then considers the use of records that may be kept from coaching sessions and the security of these.
This lecture considers the use of contracting, both verbal and written and how it is used in coaching to benefit the coaching process .
It then moves into considerations of room layout and the responsibilities of both the coach and the coachee.
This lecture looks at the important considerations of the first interaction and how to ensure that it sets the correct scene for continued success.
This lecture introduces the GROW model of coaching and explains how the process and elements fit together to turn a conversation into a structured developmental discussion.
Additional text information to support your understanding of coaching the GROW coaching model
This lecture adds to your repertoire of coaching models by exploring the elements of the OSCAR model.
Additional text information to support your understanding of coaching the OSCAR coaching model
This lecture gets to the heart of the coaching tool kit by looking at the nature of coaching questions and how they differ from other types of questioning.
This section gives additional text information to support and expand your understanding of questioning and adds a range of questions that you can print.
A coaching conversation that demonstrates some of the processes and approaches discussed so far.
A quick quiz about the coaching conversation
This section explores some of the attributes that are demonstrated by good coaches.
Additional text information to support your understanding of the use of the attributes of a good coach.
This section looks into some of the things that can influence the goals that a coachee is able to identify for the themselves and the sorts of goals they may come to you with.
This section looks at the approaches to eliciting the goals with the coachee. It is an essential part of the process and can hinder development if the goal is not explored sufficiently.
Additional text information to support your understanding of how to elicit goals and outcomes with a coachee.
This section recognises some of the common barriers to coaching and the importance of being aware of these potential barriers.
Additional information to support the recognition of barriers to coaching.
This section explores some of the initial paperwork that can be used to assist in the planning of the coaching session.
The wheel of performance is a tool used in coaching to help elicit the focus of the conversation.
I have 26 years of experience in training and development in management & leadership, coaching & mentoring and personal development. I am a trainer and qualifier of Institute of Leadership & Management (iLM) approved qualifications and develop e learning and blended learning courses for delegates. My company CS Training UK Ltd has been running successfully for 12 years and has trained 1000's of people in the workplace both in the private and public sectors.