What you'll learn
Review two common types of coaching conversations & Differentiate between a developmental coaching approach and a directive management conversation
Select strategies for both mindset and skill set coaching & Identify mindset and skill set gaps in employees
Analyze scenarios of employee performance gaps & Breakdown additional strategies for skill set coaching
Describe how to use feedback loop in coaching conversation
Review Review how to with difficult colleagues and coaching a fellow coach
Interpret how to empower your employees to deal with their problems through coaching
Demonstrate use of good questioning techniques and use of Thought Model
Apply coaching techniques you know and use when coaching another coach-manager
Demonstrate your ability to coach someone effectively
Requirements
No Pre requisite as any one can take this course
Experience of 2-3 years as Line manager with reporting people will be desired
Description
Certified Leadership Coaching Conversations Program (CLCCP)By the end of this course, you will be able to demonstrate appropriate and effective strategies when engaging in coaching conversations with those that you lead. By exploring and analyzing common coaching scenarios that are acted out in this course, you will have a great sense of what works well and not so well during such a conversation. Specifically, you'll be able to better differentiate between a developmental coaching approach and a directive management style, discuss new strategies and techniques for dealing with both mind set and skill set gaps, describe how to use the feedback loop effectively in a conversation, and demonstrate the use of good questioning techniques and the thought model to not only help an employee identify issues, but help the employee really change their thinking.Missing Deadlines and Dealing with Change In this first module of coaching conversations, we're going to focus on two common coaching conversations - an employee who consistently misses predetermined deadlines, and an employee dealing with a process change. By the end of this module, you should be able to differentiate between a developmental coaching approach and a directive management conversation, suggest strategies for both mindset and skill set coaching, and identify mindset and skill set gaps in employees. After a short introductory video, you will watch both an ineffective example, and effective, model example of how each type of conversation should be handled; we will wrap up each lesson with an in depth review and analysis of both the ineffective example and the effective example before you have the opportunity to check your understanding of the material.Former High Performer & Consistently Late to WorkIn this next module we'll focus on an employee who is a former high performer who is experiencing a skill set gap and an employee who is consistently late to work. By the end of this module you should be able to articulate some additional strategies for skill set coaching, such as peer mentoring, as well as be able to describe how to make use of the feedback loop in a coaching conversation. As in Module 1, after a short introductory video, you will watch both an ineffective example, and effective, model example of how each type of conversation should be handled. Then we will wrap up each lesson with an in-depth review and analysis of both the ineffective and effective example. A quiz at the end of the module will allow you to assess your understanding of the material.Dealing with Difficult Colleagues & Coaching the CoachIn our last module covering techniques and strategies in common coaching conversations, we're going to go over how to coach someone who is dealing with difficult colleagues as well as how to coach a fellow coach-manager. In this module, you'll learn how to empower your employees to deal with their own problems (instead of fixing them for your employees) through coaching, be able to demonstrate the use of good questioning techniques and use of the Thought Model to not only to help identify issues but to help the employee come up with new solutions and thoughts, and, finally, how to apply coaching techniques you already know and use when coaching another coach-manager. We'll also discuss the importance of coaching the person in the room. As you're reviewing this material, think about how you can apply the strategies you learn in these videos to your coaching practice.Key Takeaways for Effective CoachingBefore moving on to this course's specialization milestone, we're going to step back a bit and take a look at some final items to consider as you really begin to put everything you've learned throughout the specialization into practice within your organization. You'll be able to relate the importance of identifying an employee's thoughts, acknowledging an employee's strengths along with what needs to be worked on when coaching, making sure that an employee buys into the process and actually wants to participate in a coaching conversation. We'll wrap up with talking about how, like any skill, coaching takes practice, and making mistakes is part of the learning process.Milestone 3: Demonstrate Your Ability to Coach EffectivelyIn this final module, it's time to actually prep for and have some coaching conversations. This is a true test for yourself to see how far you've come in this specialization and will help you reflect on areas in which you're already doing well and areas where you still may need a little work. This module contains an overview video discussing key ideas to consider when working on the milestone, as well as some review videos from earlier courses in the specialization that should help you as you work on the assignments related to this milestone. Good luck!
Overview
Section 1: Missing Deadlines and Dealing with Change
Lecture 1 Coaching Conversations Overview
Lecture 2 Missing Deadlines and Dealing with Change Overview
Lecture 3 Consistently Missing Deadlines Introduction
Lecture 4 Consistently Missing Deadlines Ineffective Example (Scenario)
Lecture 5 Consistently Missing Deadlines Example (Scenario)
Lecture 6 Consistently Missing Deadlines Review & Analysis
Lecture 7 Dealing with Change Introduction
Lecture 8 Dealing with Change Ineffective Example (Scenario)
Lecture 9 Dealing with Change Example (Scenario)
Lecture 10 Dealing with Change Review & Analysis
Section 2: Former High Performer & Consistently Late to Work
Lecture 11 Former High Performer and Consistently Late Employee Overview
Lecture 12 Former High Performer Introduction
Lecture 13 Former High Performer Ineffective Example (Scenario)
Lecture 14 Former High Performer Example (Scenario)
Lecture 15 Former High Performer Review & Analysis
Lecture 16 Consistently Late to Work Introduction
Lecture 17 Consistently Late to Work Ineffective Example (Scenario)
Lecture 18 Consistently Late to Work Example (Scenario)
Lecture 19 Consistently Late to Work Review & Analysis
Section 3: Dealing with Difficult Colleagues & Coaching the Coach
Lecture 20 Dealing with Difficult Colleagues and Coaching the Coach Overview
Lecture 21 An Employee Dealing with Difficult Colleagues Introduction
Lecture 22 An Employee Dealing with Difficult Colleagues Ineffective Example (Scenario)
Lecture 23 An Employee Dealing with Difficult Colleagues Example (Scenario)
Lecture 24 An Employee Dealing with Difficult Colleagues Review & Analysis
Lecture 25 Coaching the Coach Introduction
Lecture 26 Coaching the Coach Example (Scenario)
Lecture 27 Coaching the Coach Review & Analysis
Section 4: Key Takeaways for Effective Coaching
Lecture 28 Key Takeaways for Effective Coaching
Lecture 29 Identifying Thoughts
Lecture 30 Acknowledging Strengths
Lecture 31 Confirming Willingness to be Coached
Lecture 32 Making Mistakes is Okay
Section 5: Milestone 3: Demonstrate Your Ability to Coach Effectively
Lecture 33 Milestone 3 Overview
Lecture 34 Circumstances, Thoughts, and Feelings (from "Managing as a Coach" course)
Lecture 35 Actions and Results (from "Managing as a Coach" course)
Lecture 36 Coaching Tools (from "Coaching Practices" course)
Lecture 37 Acknowledging Strengths (from earlier in this course)
Lecture 38 Tips for Giving Feedback
Lecture 39 Course Summary
Line managers and Supervisors who manage teams both in Service and Manufacturing industries,Executives and Senior Management personnel who want to drive transformation of manager to coach,All Human resources personnel or HR Business Partners facilitating the Manager to Coach Transformation programs

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