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Coaching manager

Today, the so-called 'soft skills' are often the most important, particularly when people go into a leadership and management role. Supporting people, communicating effectively with them, delegating, helping them develop in their own careers and so much more are all part of the role of a top-class modern leader that people want to follow.

The course can be tailored to meet the specific needs of a company and the managers involved.

All the sessions below are modular and can be mixed and matched to create the perfect training for each person and / or company.

The role of the team leader

  • The role of a team leader in the organisation. What's different?
  • Difference between management and leadership - a Self-Perception Inventory
  • The role of the team leader in managing the task / individual / team responsibilities
  • Understanding personal strengths and authentic leadership style
  • The foundations of leadership and the practice of leadership
  • An insight into the needs and strengths of others
  • Leadership styles and their impact in varying situations, developing a Helicopter mind

The team leader as coach

  • Running your own Tribe
  • What is coaching? A straight-forward definition of what coaching is and what it is not
  • The core principles of coaching - listen; hear; respond accordingly
  • The skill of active listening
  • Why is coaching an effective management strategy?
  • The use of critical questions and how they can be successful
  • Coaching Practice - coaching sessions to put into practice what is being learned with an opportunity to feedback and reflect
  • When and how to coach - Hints and tips for a coaching conversation, both development and day-to-day

Building high-performance teams

  • Identify the characteristics of high performance teams
  • The balance and relationship between productivity and motivation
  • Team development cycle:
    • Establishing team norms, vision and values
    • Establishing roles and responsibilities
  • Resolving conflict and steer the team to a collaborative way of working by building trust and respect
  • How to set team goals and motivate the team as well as individuals that improve overall performance
  • Team dynamics and how to recruit effectively to provide balance and strength to the team
  • Time Stealers - more productive and effective use of time
  • Manage an effective team meeting

Powerful communications

  • The communication process
  • Communication skills
  • Communicate to influence
  • Dealing with different people and difficult conversations

Managing high performance

  • Individual needs and triggers
  • Techniques for providing feedback and setting goals for poor performance
  • The Force Field Analysis Chart - how people respond to change
  • An understanding of the difference between counselling and coaching for performance
  • Different intervention techniques
  • Ways of measuring performance against agreed benchmarks and goals. A pro-active approach to performance management
  • The skills to delegate both upwards and downwards using the stewardship model

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