Coaching Tools for Leaders

Context

As business is becoming even more competitive and lean management has increased internal pressures, corporations need to demonstrate both internally and externally that their management cares for and cultivates values of trust, respect and people orientation. Though coaching is a profession in its own right, many of its tools, mind-sets and behaviours can be integrated into their manager’s toolkit, in order to shift from a more traditional or directive leadership style to a more empowered or participative leadership style.

Methodology

To ensure integration, it is important that the theory is embedded in practice and demonstrations of real-life coaching (using actual cases). This way, the participants can induce themselves the concepts and immediately see the direct applications in their daily professional life. Finally, the seminar ends by setting up the follow-up process which will enable further integration and support the development of a coaching culture within the organisation.

(1) Step-by-step introduction of the coaching tools

 The theory encompasses the “fundamentals” of the Coaching attitude – based on the 11 ICF core competencies.

It is a step-by-step introduction of coaching tools including: active listening, body attitude, silence, rhythm, low or high position, reformulation, use of language, open or closed questions, powerful questioning, questions that lead to solutions and action plans, questions that reveals the way the person deals with a situation, the coaching process (GROW model by John Whitmore).

Each technique is implemented through an intensive practice in small groups in 5 to 10 minutes sequences followed by assessments and discussions.

Each manager is also invited to apply those tools in his/her own job and in specific situations and draft a personal action plan.

(2) Demos on ‘how to do it the ideal way’

Demonstration of the coaching tools throughout the days starting with a crossed introduction of participants allowing them to experiment first coaching tools such as active listening and reformulation.

(3) Insight on direct applications of coaching tools in the leader’s day-to-day life 

Throughout the programme’s theory, demonstrations, and exercises, participants will induce applications of the tools presented and reflect on how to apply them. Specific discussions will be held to raise awareness on further applications of these tools and techniques as well as their benefits and impact.

Examples of applications include: recruiting, setting objectives, project management, skills development, giving authentic feedback, motivating, problem-solving, conflict resolution, etc.

Examples of specific benefits include:

  • Make the difference between leadership (be in front) and coaching (be aside), the “high” or “low” position according to the context
  • See how a team member can sabotage himself and how to get rid of such an un conscious mechanism
  • Improve emotion management, self-confidence, and address limiting beliefs which might hinder action and people development.
  • Develop strategies of success for the team members