Goldsmith
"Stakeholder Centered" Coaching
Process™
The
next Stakeholder Centered Coaching workshop/certification
is in Marina del Rey, Ca September 24, 25
at the marina del Rey hotel.
1
Day "Manager as Coach"
The
interactive 2-day certification 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.
2
Day Train the Coach Workshop Agenda
8:00
|
Welcome,
Objectives, Agenda & Workbook, Ground-Rules
|
|
Review
Coaching Process / Behavioral Coaching
Skills ,Key Principles |
|
Behavioral
Goal Setting – Skill Practice |
|
Action
Planning – Skill Practice |
|
LUNCH
|
|
Behavioral
Rehearsal – Skill Practice |
|
Behavioral
Reinforcement – Skill Practice |
|
After
Action Reviews – Skill Practice |
|
Personal
Goal Setting exercise |
|
Feedforward
Exercise |
|
Modeling
the Leader Skills |
|
Story
Telling – Skill Practice |
|
Prep
for day 2 |
|
Wrap-up
/ Next Steps and Commitments |
5:00
|
End
of Day |
DAY
TWO
–
Coaching Flow/Skills
8:00
|
Overview
of Day Two |
|
SMART
START: Setting Expectations through
the Coaching Contract |
|
SMART
START: Enrolling Stakeholders |
|
IMPLEMENTING
SUGGESTIONS: Increasing the Focus |
|
IMPLEMENTING
SUGGESTIONS: Accelerating the Execution
|
|
SUSTAINING
SUCCESS: Preparing for Mini-Survey |
|
SUSTAINING
SUCCESS: Reinforcing the Eight Step
Encouraging Development Process |
12:00
|
LUNCH
|
Section
4 – Coaching Labs
|
1
st Coaching Lab – Undecided Leader |
|
2
nd Coaching Lab – Learning to Respond
|
|
3
rd Coaching Lab – Reluctant to Involve
Stakeholders |
|
4
th Coaching Lab – Running out of Steam
|
|
5
th Coaching Lab – Less than expected
Improvement |
|
Group
Summary of Coaching Lab Experience |
Section
5 – Conclusions and Wrap-Up
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.
