Goldsmith Coaching Process™

 

  2 Day "Train-the-Coach" workshop

1 Day "Manager as Coach" workshop

 

2 Day"Train-the-Coach" workshop

The interactive 2-day workshop will give internal organizational resources the tools, processes, and skills to coach others for behavioral change and improve leadership competencies.

Learning Objectives

•  Develop the ability and willingness of internal organizational resources to effectively coach others

•  Understand and apply a proven process to achieve positive, long-term behavioral change

•  Create an environment where people can achieve maximum behavioral change while minimizing wasted time

Participants

This workshop is designed for internal organizational resources: e.g. internal coaches, consultants or people in Human Resources, Training and Organizational Development.

Length of the program

Two full days. Most of the time in the workshop is devoted to skill practice in real life coaching situations. Prior to attending the highly interactive workshop, participants will get The Coaching Playbook that details the critical Do's & Don'ts of helping successful people get even better. 

 

 

 

Train the Coach Workshop Agenda

 

DAY ONE

Section 1 - Introduction and Context Setting

 

8:00	Welcome, Introduction of Facilitators, Objectives, Groundrules, Agenda & Workbook
	Participant Self Introductions (and expectations)
	Initial Coaching Exercise
	Goldsmith Coaching ProcessT Overview
9:30	BREAK

 

Section 2 - Practice Encouraging Development Steps

 

9:40	Coaching Skill Practice Roles and Method
	Step 1 - ASK
	Steps 2 & 3 - LISTEN/THANK
11:00	BREAK
	Personal Practice Session - "If I get better at."
	Step 4 - THINK
12:00	LUNCH
1:00	Personal Practice Session - "Feedforward"
	Step 5 & 6 - RESPOND/INVOLVE
2:10	BREAK
	Step 7- CHANGE
	Step 8 - FOLLOW-UP
3:30	BREAK
	Coaching Skill Self Assessments
	Q & A
	After Action Assessment of Day One
4:30	End of Day One

 

 

DAY TWO

Section 3 - Coaching Flow/Skills

 

8:00	Overview of Day Two
	SMART START: Setting Expectations through the Coaching Contract
	SMART START: Enrolling Stakeholders
9:20	BREAK
	IMPLEMENTING SUGGESTIONS: Increasing the Focus
	IMPLEMENTING SUGGESTIONS: Accelerating the Execution
10:40	BREAK
	SUSTAINING SUCCESS: Preparing for Mini-Survey
	SUSTAINING SUCCESS: Reinforcing the Eight Step Encouraging Development Process
	Logistics & Instructions for Coaching Labs
12:00	LUNCH

 

Section 4 - Coaching Labs   

1:00	1 st Coaching Lab - Undecided Leader
1:30	2 nd Coaching Lab - Learning to Respond
2:00	BREAK
2:10	3 rd Coaching Lab - Reluctant to Involve Stakeholders
2:40	4 th Coaching Lab - Running out of Steam
3:10	5 th Coaching Lab - Less than expected Improvement
3:40	BREAK
3:50	Group Summary of Coaching Lab Experience

 

Section 5 - Conclusions and Wrap-Up

 

4:05	Coaching Skills Self Assessment (Post-survey)
	Summary Points
	Formal Workshop Evaluations
4:30	End of Day Two

 

Manager as Coach

One Day Workshop

 

 

Why Coaching Skills Are Important for Line Managers and Executives

 

Today, most managers are being forced to get more done with fewer resources. The demands on their own time, and the time of those they lead, is increasing. One of the manager's main roles is to get others to perform at ever-higher levels.

 

The role of a coach has always been to get the best out of others performance -- whether on stage, on the playing field, or in business. Speeding up the learning curve and turning that learning into productive behavior is why possessing coaching skills is so important to you as a manager and leader.

 

Manager as Coach

 

The Manager-as-Coach is a comprehensive process to help managers become skilled in behavioral coaching techniques to assist others in their organization become more successful. This process includes: a highly interactive one-day workshop; an extensive Play Book, written by Frank Wagner, Chris Coffey and Marshall Goldsmith, detailing the coaching role sent out to participants in advance; and a workbook customized to include real world problems faced by the sponsor Corporation that is used during the training.

 

The training is based upon a unique approach to the role of coaching. It is built from an understanding of the belief set of successful people and how these successful people can get even better.

 

Purpose of the Program:

 

The purpose of the Manager-as-Coach program is to develop the ability and willingness of leaders and managers to effectively facilitate the coaching process to effect a positive, long-term behavioral change. Additionally, the program helps managers understand how to do this in a very effective and time efficient manner.

 

Learning this unique, revolutionary process is a key element of this Manager-as-Coach. The manager and the person being coached gain leverage through the monthly application of a few simple actions that provide a huge payoff.

 

Benefits of the Process:

 

•  Extends the number of organizational members who can benefit from long-term behavioral coaching in an effective manner

•  Reduces the reliance on external sources to provide coaching service

•  Helps managers breakdown the barriers in the beliefs of successful people

•  Builds an essential skill set inside the organization, namely coaching for behavioral change

 

Workshop Design:

 

The participants in the training receive "The Coach's Play Book forManagers" as pre-reading prior to the Workshop. Reading over the Guide gives the participants a clear understanding of the material that will be expanding upon, and practiced, during the daylong workshop. The framework on which the coaching for behavioral change is based includes:

 

 

 

In order to achieve positive, long-term behavioral change, the process helps managers apply four basic principles.

 

 

These principles are:

 

First Principle: Reduce "in spite of" actions while, at the same time, building and refining "because of" behaviors . In working with successful people, it is important to clearly understand that successful people are successful in spite of some of their behavior and because of certain behaviors. Long-term change is achieved by concurrently helping others stop certain actions and replace these with significantly more powerful actions for improvement.

 

Second Principle: Place the attention and focus on stakeholders of the person being coached . In working with successful people, it is essential to put emphasis where you will gain the most leverage. The true leverage points in behavioral change are the people who are interdependent with the person being coached. Our approach is to turn the stakeholders into the true coaches for improvement. Although the role of expert is still used, the leader's main role is to act as a "personal trainer" to the individual receiving coaching.

 

Third Principle: Emphasize FeedForward. Successful people like getting ideas that are aimed at helping them achieve their goals (Feedforward). They tend to resist negative judgment. We all tend to accept feedback that is consistent with the way we see ourselves. We also tend to reject or deny feedback that is inconsistent with the way we see ourselves. Successful people respond to (and even enjoy) feedforward. These same people do not have such a positive reaction to feedback.

 

Fourth Principle: Change behavior and perception in parallel . In working with successful people, it is useful to work in parallel on changing behavior and the perception of that behavior. The person being coached is helped to implement FeedForward (stakeholder suggestions aimed at the future, not the past). At the same time, a dynamic not to be ignored is stakeholders' perceptions are incredible resilient. People do not readily give up their prior assumptions, opinions, and beliefs. Thus, a key aspect of the coaching process is to help change the perception of stakeholders regarding the individual's behavior

 

At the session, an additional Workbook is provided with added information and exercises. The Workbook can be customized to reflect real issues being faced by the Corporation. The Workshop is broken up into practical sessions where participants use a variety of coaching skills and the 8-Step "Encouraging Development" process to ensure coaching leads to positive behavioral change. The coaching skills practiced are: Modeling the 8-Step Process; Behavioral Goal Setting; Action Planning; Behavioral Rehearsal; Behavioral Reinforcement; After Action Assessing; and Story Telling.

 

The situations practiced are based upon either customized scenarios developed with a client based upon their culture and leadership model, or general situations based upon common leadership issues our large data of 360 o assessments and typical coaching engagements across multiple organizations.

 

During the practice session's, participants get many opportunities to apply the coaching skills in either rehearsal or observer consultant roles.

 

 

The Manager-as-Coach Workshop is designed to be largely experiential in nature to ensure that participants gain the knowledge and skills required to become successful Behavioral Coaches. The workshop leader is someone certified in the Behavioral Coaching Methodology, and actively coaches executives in this methodology.