Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice and examine great examples of common coaching conversations!
Note: This course builds on all previous courses in the Coaching Skills for Managers specialization. It is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course. In particular, you should be familiar with the coaching strategies and tools discussed in previous courses (such as the 5 whys technique, resisting what is, among others), and should have a full understanding of the Thought model and the various components of it: circumstances, thoughts, feelings, actions, and results.
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.
The final assignment is all about actually having a coaching conversation with another person where you can apply everything you've learned in this course and throughout the Coaching Skills for Managers specialization. Again, it is highly recommended students complete the other courses in the specialization before taking this one. This peer review assignment, in particular, will be difficult to complete without knowledge of the topics covered in these courses.
After going through the course materials and completing the assessments, you will be able to have more effective one-on one-coaching meetings with those you manage and deepen your understanding of the essential practice of coaching conversations.
In this first module 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…
In 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, a…
In 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…
In this final module, you’ll bring together the most important concepts and skills from across the specialization. You’ll revisit how to identify an employee’s thoughts, acknowledge strengths and growth areas, and build genuine buy-in during a coaching conversation. We’ll also reflect on how coachi…
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