The Key Stages of Coaching

Improve Organizational Performance by Applying Effective Coaching
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  • Lectures 33
  • Length 3 hours
  • Skill Level Intermediate Level
  • Languages English, captions
  • Includes Lifetime access
    30 day money back guarantee!
    Available on iOS and Android
    Certificate of Completion
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About This Course

Published 9/2015 English Closed captions available

Course Description

About the Course

Coaching has many uses in organizations, and the sequence of coaching activities is similar in all of them. Assuming, of course, that coaching is part of the organizational policy.

The course on The Key Stages of Coaching will involve learners in the process of discovery, goal setting, action planning, and follow-up that distinguishes coaching from other development methods.

Course Target

This course is for anyone in an organization who has a role in improving the performance of co-workers, keeping in mind the fact that coaching is not solely a top-down activity.

Typically, coaching involves team members, team leaders, and supervisors, including senior managers and CEOs. But, everyone can benefit.

The Instructor

My name is Sorin, and I will be your instructor. I have been working as a manager and trainer for the last 10 years, and I used to coach young professionals.

And, the plan is to share with you what I have learned from my experience, and to pass on what I have learned during my training, a while ago.

Course Structure

There are 3 stages of coaching to learn: preparing to coach, structuring and delivering coaching sessions, and following up on the coaching session.

Course Objectives

After completing the course, you will be able to determine which coaching opportunities exist within a given scenario, use appropriate techniques to persuade a coachee that coaching is needed, and identify examples of the appropriate actions to take when planning and preparing for a coaching session.

After completing the course, you will also be able to understand the benefits of applying a structured approach to coaching, identify the elements of SMART coaching goals, establish the reality of a situation, evaluate development options in a coaching session, and effectively wrap up a given coaching session.

And, finally, you will also be able to recognize the benefits of following up the coaching session,
apply techniques to ensure that a coachee realizes his or her coaching goals in a given scenario, and - very important determine whether the appropriate level of support was provided to coachees in a given situation.

Apply now!

So, if this is of interest for you, go ahead and hit the Register button. Or, if you are not yet convinced, please try the free preview lectures first. Thank you, and see you on the inside!

What are the requirements?

  • There are no special requirements for this course. Yet, understanding a professional and business like environment will facilitate learning.

What am I going to get from this course?

  • After completing this topic, you will be able to recognize the benefits of adequate preparation for a coaching session, determine which coaching opportunities exist within a given scenario, use appropriate techniques to persuade a coachee that coaching is needed, and identify examples of the appropriate actions to take when planning and preparing for a coaching session.
  • After completing this topic, you will be able to identify the benefits of applying a structured approach to coaching, identify the elements of SMART coaching goals, establish the reality of a situation in a given coaching scenario, evaluate development options in a coaching session in a given scenario, and effectively wrap up a given coaching session.
  • After completing this topic, you will be able to recognize the benefits of following up the coaching session, apply techniques to ensure that a coachee realizes his or her coaching goals in a given scenario, and determine whether the appropriate level of support was provided to coachees in a given situation.

What is the target audience?

  • This course is for anyone in an organization who has a role in improving the performance of co-workers, keeping in mind the fact that coaching is not solely a top-down activity.
  • Typically, coaching involves team members, team leaders, and supervisors, including senior managers and CEOs, but anyone interested can participate.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: Course Introduction
02:42

Coaching has many uses in organizations, and the sequence of coaching activities is similar in all of them. This course will involve learners in the continuous process of discovery, goal setting, action planning, and follow-up that distinguishes coaching from other development methods.

06:27

You will achieve the best results by using a structured approach to your coaching opportunities. And your work doesn't stop when the coaching session is over--you must give your coachees the ongoing support that they need.

03:22

Present Udemy's functionalities for a better learning experience

2 questions

Understand course structure, content and guidelines.

Section 2: Preparing to Coach
05:24

A coaching session is a meeting between you and your coachee. As with any meeting, preparation will help you to achieve your desired outcome.

07:29

As a coach, you're in a unique position. You can look objectively at what's happening to your coachee and find opportunities for development that he might not be able to recognize.

05:57

Sometimes, it can be tempting to assume that all of your coaching energies should be focused on improving your coachees' performance. After all, this is often the area in which your organization wants to realize results. But not everything you observe will be performance-related. You need to watch carefully to get to the heart of the issues that your coachees face.

06:19

Sometimes you might have a feeling that a coachee is underutilized, needs to acquire new skills, or has performance issues that should be dealt with. But what if that feeling isn't there? How can you be sure about what's going on?

07:00

As a coach, you should observe the activities of your coachees and look for opportunities to support them. But identifying how you can help your coachees is only the first step. The next step is to persuade your coachees that they need your help.

06:52

The key to persuading your coachee to agree to coaching is to sell the coaching intervention in a positive, non- aggressive, and non-threatening way.

09:01

The key to persuading your coachee to agree to coaching is to sell the coaching intervention in a positive, non- aggressive, and non-threatening way.

Article

You may feel that coaching can't always be planned, and things have to be dealt with as they happen. But there is always a benefit to being prepared--however quickly that preparation has to take place.

4 questions

After completing this topic, you will be able to recognize the benefits of adequate preparation for a coaching session, determine which coaching opportunities exist within a given scenario, use appropriate techniques to persuade a coachee that coaching is needed, and identify examples of the appropriate actions to take when planning and preparing for a coaching session.

Section 3: Structuring the Coaching Session
05:01

For organizations to work, goals must be set and rules must be applied. They form the structure or framework within which the organization can thrive.

08:10

The extent of possible planning depends on the circumstances of the coaching event. However, you should always consider the following three vital elements:

  • the situation,
  • your attitude, and
  • your words.
05:54

For organizations to work, goals must be set and rules must be applied. They form the structure or framework within which the organization can thrive.

09:25

You and your coachee need to know what you're working toward. If you don't have a goal, how will you know what you've achieved? If a coaching goal is to be useful, it must be mutually agreed on and SMART.

1 page

Job aid SMART Goals for help in setting SMART goals with your coachees

08:38

People can have different perceptions of the same situation. Perceptions are subject to distortions caused by opinions, judgments, hopes, concerns, expectations, and prejudices of the coach and the coachee.

Before exploring options for improvement or development with your coachee, it is essential to review the reality of the current situation.

07:27

The key to understanding your coachee's situation is to do more listening than talking. Ask your coachee questions that invite her to explain what is happening and how she feels.

08:04

During discussions with your coachee, she may have a number of options available to her to meet her goals. It is important to carefully evaluate each option.

08:04

As a coach, you're not there to make decisions for your coachee. But you are there to support her in coming up with the best possible solution. Your input is vital to ensure that the options are considered and a way forward is established.

07:22

How often have you made a decision and not followed through? Maybe you've decided to become more organized, start a diet, or delegate more. Whatever you have decided to do, you have to be motivated to do it.

As a coach, you're not only responsible for helping your coachee to decide what to do, but you also have to motivate and encourage her to do it.

Article

Although your coachee has evaluated the options available and decided what to do, you must gain his or her commitment to act. This means exploring with the coachee what will be gained from taking the action forward and using this as a mechanism for motivating the coachee to get something done. This is a vital part of the wrap-up process because without it, you may find that your coachee lacks the will to follow through.

12:38

When wrapping up a coaching session, don't throw away all the excellent work already accomplished. Don't rush the ending of the session or try to dictate to the coachee what must be done.

Even if you want to quickly finish the session, you must take time to follow the steps to ensure that the coachee is motivated.

10 questions

After completing this topic, you will be able to identify the benefits of applying a structured approach to coaching, identify the elements of SMART coaching goals, establish the reality of a situation in a given coaching scenario, evaluate development options in a coaching session in a given scenario, and effectively wrap up a given coaching session.

Section 4: Following Up on the Coaching Session
05:12

It can be tempting to think that once all the actions have been agreed on, you can leave your coachee to dive in and do it. But there is no substitute for ongoing support.

As a coach, you must achieve a balance between support and interference. You need to support your coachee and help him to achieve his goals, but you also need to avoid interfering with his day-to-day responsibilities.

04:47

The coaching session has ended, you've agreed on what needs to be done, and both you and your coachee are armed with a list of actions you must take. So that's it.

Or is it? How will you know whether things are progressing as you'd like, and if they aren't--what are you going to do?

03:46

If the coach fails to monitor the actions resulting from the coaching session, then the result can be that the coachee doesn't achieve his goals. One of the reasons that agreed actions aren't completed by either the coach or the coachee is that expectations may not be the same.

06:02

In theory this sounds fine, but sometimes it can be difficult to avoid reprisals or criticism when trying to ensure that goals are being met.

However, recriminations and embarrassment can be avoided if you are sensitive in the way that you deal with the monitoring process.

09:49

Each coachee is different, and the circumstances that they encounter are unique. As a coach, you must be prepared to review progress and, if necessary, adapt your approach to meet the changing needs of your coachees.

06:34

Coaching isn't a one-time occurrence. Sometimes you may be asked to only deal with a particular issue, but often you'll be expected to provide ongoing support to your coachees. But what support will you give?

07:06

Sometimes, the decision about what type of support to offer is made for you because your coachee will ask you to give ongoing guidance in a particular way. In other cases, you must make a judgment based on the situation.

For any coach, the goals of coaching should be to support your coachee and to ensure that you have more time to do your work.

6 questions

After completing this topic, you will be able to recognize the benefits of following up the coaching session, apply techniques to ensure that a coachee realizes his or her coaching goals in a given scenario, and determine whether the appropriate level of support was provided to coachees in a given situation.

Section 5: Using the Key Stages of Coaching
Article

Optional course project aimed at reinforcing your learning by practicing.

01:49

Course wrap up and next steps.

2 questions

Course wrap-up and learning reinforcement.

Article

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Instructor Biography

Sorin Dumitrascu, Management trainer

Before Udemy, Sorin developed and delivered more than 20 courses on management, project management, computer literacy, human resources, career development, soft skills for employees and even corrections incidents management.

Currently working as a prison service consultant, he is a certified trainer and project manager, holding a master degree in International Relations and Policy Making and a bachelor degree in Law and Public Administration.

Sorin coordinated during the last 10 years projects in the areas of rule of law, regional development and human resources.

He has more than 10 years of middle/senior managerial experience within the civil service (justice, corrections, internal affairs, training), private sector (project management, consultancy, training) and NGO (industrial relations, rural development).

Sorin is also a certified International Computer Driving License (ICDL) tester and trainer for the United Nations Peacekeeping Missions, certified Human Resource Professional and a Public Manager (professional degree).

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