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Coach Training



Understanding vs. Practice

Goldsmith "Stakeholder Centered" Coaching Process™


The next Stakeholder Centered Coaching workshop/certification is in Marina del Rey, Ca March 20,21 in Marina del Rey, Ca. 

  2 Day"Train-the-Coach" certification

1 Day "Leader 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


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



Section 1 – Coaching Overview


Welcome, Objectives, Agenda & Workbook, Ground-Rules

Preparation for Skill Practice

Section 2 – Phase 1: Start Smart


Skill Practice in Trios – Coach Contracting


Skill Practice in Trios – Behavioral Goal Setting


Skill Practice in Trios – Rehearsal – Communicating Goal




Section 3 – Phase 2: Implementing Suggestions


Skill Practice in Trios – Enrolling Stakeholders


Action Planning Stakeholder Suggestions – Part 1


Action Planning Stakeholder Suggestions – Part 2


Skill Practice in Trios – Building Momentum


Feedforward Exercise


Preparation for Day Two












Questions from Day One


Skill Practice in Trios – Reinforcing the Involving Stakeholder Process


Section 4 – Phase 3: Sustaining Success


Skill Practice in Pairs – Measuring Results (Mini-Survey Process)


Skill Practice in Pairs – After Action Assessments


LAB Preparation



Section 5 – Coaching Labs   


1 st Coaching Lab


2 nd Coaching Lab


3 rd Coaching Lab


Section 6 – Conclusions and Wrap-Up


Group Summary of Coaching Lab Experience


Story Telling Practice (in Pairs)


Coaching Skills Self Assessment


Next Steps (joining Stakeholder-Centered Coaching Network)




Table of Contents


Section 1 – Stakeholder Centered Coaching Intro


Objectives & Ground Rules




Stakeholder-Centered Coaching Definitions


Stakeholder-Centered Coaching Model


Coaching “Skill Practice” Methodology


Phases of a Coaching Assignment


Section 2 – Phase 1: Start Smart


Coach Contracting


Selecting Behavior to Develop


Behavioral Rehearsal (Communicating the Goal)


Enrolling Stakeholders


Section 3 – Phase 2: Implementing Suggestions


Action Planning Stakeholder Suggestions


Building Momentum


Behavioral Reinforcement


Modeling the 7-Step Involving Stakeholder Process


Section 4 – Phase 3: Sustaining Success


Measuring Results: The Mini-Survey Process


After Action Assessments


Planning the Transitions


Section 5 – Coaching Labs


Lab Preparation


Coaching Lab 1


Coaching Lab 2


Coaching Lab 3


Coaching Lab 4


Coaching Lab 5


Coaching Lab 6


Section 6 – Summary Section


Story Telling


Skills for Behavioral Coaching – Self Assessment


FastCompany Article: Adding Value, but at What Cost




Leader 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.


Leader as Coach


The Leader -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 Leader -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.




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Santa Monica, CA 90405
FAX: 310-452-2552