This document outlines an agenda for a workshop on developing coaching skills. The workshop will be facilitated by Gillian Forrester, Chris Andreou, and Jan Portillo. Participants will learn to identify the similarities and differences between teaching, mentoring, and coaching. They will practice active listening, questioning, and feedback skills through peer coaching. Participants will also explore how a coaching approach can be applied in their current roles. The document provides introductions to the facilitators and defines coaching. It discusses models for coaching including GROW and OSCAR. Participants will have a chance to practice coaching skills through a practical exercise.
This slide deck is put together to support Women L.E.A.D. Toastmasters workshop, How to be An Effective Mentor. YouTube: https://www.youtube.com/watch?v=RHH6-cE2zKM. Meeting: https://womenleadtm.com/meetings/workshop-how-to-be-an-effective-mentor/
How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
Agile team facilitation, facilitation techniques in general, Position diagram, servant leadership, Facilitator mindset, Decision making, Prioritisation and power questions.
This slide deck is put together to support Women L.E.A.D. Toastmasters workshop, How to be An Effective Mentor. YouTube: https://www.youtube.com/watch?v=RHH6-cE2zKM. Meeting: https://womenleadtm.com/meetings/workshop-how-to-be-an-effective-mentor/
How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
Agile team facilitation, facilitation techniques in general, Position diagram, servant leadership, Facilitator mindset, Decision making, Prioritisation and power questions.
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
4 coaching models that may be useful to people who mentor. I recommend starting with one - getting super familiar with it and then move on to another one.
Park Place Seniors Living: Our Journey to Operationalize Strength Based Leade...BCCPA
This panel presentation is focused on the Park Place experience and our exploration with the many ways the theory of strength-based leadership can be applied within our organization. We will provide a corporate perspective and the experiences of three Park Place sites leaders in implementing a strength based leadership approach and through their individual lenses share the work they have done to support their teams at the local level.
Presented by:
- Lynda Foley, VP Quality Assurance, Park Place Seniors Living (PPSL)
- Elaine MacDonald, Site Administrator, New Horizons Care Centre, Campbell River, PPSL
- Margot Hagerty, Site Administrator, Newport Harbour Care Centre, Calgary, PPSL
- Jody Edwards, Site Administrator, Spring Valley Care Centre, Kelowna, PPSL
How many times have you heard people say, you need to get a mentor. But no one tells you how. So I've created a workshop on seeking, qualifying, and engaging mentors. My presentation for the leadership program at the National Association of Broadcasters, Washington DC, Field Guide to Seeking and Keeping Mentors. Contact me at tomhayashi@gmail.com.
Effective leaders transform performance with well-delivered, effective feedback. Here are 7 steps from the coach's playbook so you too can give feedback that transforms performance and gets results.
Whether you’re struggling with a micromanager, or whether you want to stop being one, this session is for you! The first part of the workshop will explore the triggers of micromanaging behaviours. Then, within your groups, you’ll discuss your experiences from both ends of the spectrum. In the second part of the workshop, we’ll discuss some practical tactics and coping strategies – including nonviolent communication and principled negotiation. Then, back in your groups, you’ll practice some of these strategies with each other. At the end, each group will feed back their learning and the one thing they’re planning to change when they go back to the office. This will be a highly interactive workshop based around a loose theoretical framework, and attendees will need to be ready to share their experiences to get the most out of it. Those interested in doing some research beforehand can read Marshall Rosenberg’s “Nonviolent Communication” and/or Roger Fisher and William L. Ury’s “Getting to Yes”.
This is a Peer Mentor Training program I created in Fall 2015. It's foundation is in Schlossberg's 4S Model. This presentation has been edited to allow it for public use.
Feel free to use it, share it, or further develop it!
www.studentaffairsshane.com
sample seminar delivered to mid-level managers, leaders, and above at Toastmasters Leadership/Governors' Training (revamped from basics of TI materials) in June 2008
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
4 coaching models that may be useful to people who mentor. I recommend starting with one - getting super familiar with it and then move on to another one.
Park Place Seniors Living: Our Journey to Operationalize Strength Based Leade...BCCPA
This panel presentation is focused on the Park Place experience and our exploration with the many ways the theory of strength-based leadership can be applied within our organization. We will provide a corporate perspective and the experiences of three Park Place sites leaders in implementing a strength based leadership approach and through their individual lenses share the work they have done to support their teams at the local level.
Presented by:
- Lynda Foley, VP Quality Assurance, Park Place Seniors Living (PPSL)
- Elaine MacDonald, Site Administrator, New Horizons Care Centre, Campbell River, PPSL
- Margot Hagerty, Site Administrator, Newport Harbour Care Centre, Calgary, PPSL
- Jody Edwards, Site Administrator, Spring Valley Care Centre, Kelowna, PPSL
How many times have you heard people say, you need to get a mentor. But no one tells you how. So I've created a workshop on seeking, qualifying, and engaging mentors. My presentation for the leadership program at the National Association of Broadcasters, Washington DC, Field Guide to Seeking and Keeping Mentors. Contact me at tomhayashi@gmail.com.
Effective leaders transform performance with well-delivered, effective feedback. Here are 7 steps from the coach's playbook so you too can give feedback that transforms performance and gets results.
Whether you’re struggling with a micromanager, or whether you want to stop being one, this session is for you! The first part of the workshop will explore the triggers of micromanaging behaviours. Then, within your groups, you’ll discuss your experiences from both ends of the spectrum. In the second part of the workshop, we’ll discuss some practical tactics and coping strategies – including nonviolent communication and principled negotiation. Then, back in your groups, you’ll practice some of these strategies with each other. At the end, each group will feed back their learning and the one thing they’re planning to change when they go back to the office. This will be a highly interactive workshop based around a loose theoretical framework, and attendees will need to be ready to share their experiences to get the most out of it. Those interested in doing some research beforehand can read Marshall Rosenberg’s “Nonviolent Communication” and/or Roger Fisher and William L. Ury’s “Getting to Yes”.
This is a Peer Mentor Training program I created in Fall 2015. It's foundation is in Schlossberg's 4S Model. This presentation has been edited to allow it for public use.
Feel free to use it, share it, or further develop it!
www.studentaffairsshane.com
sample seminar delivered to mid-level managers, leaders, and above at Toastmasters Leadership/Governors' Training (revamped from basics of TI materials) in June 2008
GROW is one of the effective coaching models which is used for coaching high performance team or individual in earlier days, now it is been used by Corporate and business coaching.
Developing Leaders at all levels through Purpose driven coachingJoseph Abraham
Organizations often state that they want to strengthen their leadership pipeline, yet research shows that corporate leadership capabilities are dropping. These days, every organization is competing with everyone, from everywhere for everything - a new global reality! Researchers at Boston Consulting Group have identified the need to build leaders at all levels in an organization as one of the main challenges to be successful in the modern 'flat' world. To be successful in the turbulent decade that lies ahead leaders – and all the people they lead – need to learn to deal with complexity, uncertainty and constant change
In today’s work and organizational context one of the key qualities that helps leaders succeed and develop more leaders is the ability to coach, this workshop aims to help understand the essence of coaching and the effective tools one can practically employ at workplace both with individuals and teams that can make your coaching interventions more meaningful and powerful.
Your people have an innate desire to succeed and perform to their best and sometimes with the mind blocks and blind-spots they feel they’ve come to cross-roads or stumbled upon a huge roadblock and as a leader and you too want to see them thrive, succeed and grow, now with coaching you can help them accomplish their goals as Coaching is all about the person at the other end of the conversation, making this conversation powerful, engaging, lively, trust-driven and worthwhile is the key, and that’s what we’ll discover through this presentation.
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
I designed this guide to help entrepreneur's navigate the opaque world of coaching. I also created this guide to help them assess and find an amazing coach who is a strong match. Fit is incredibly important because it has a direct impact on the strength of the alliance and quality of outcomes.
This guide is broken up into a number of sections. First, I provide an overview on what coaching actually is. I then share insights into the coaches toolbox. Said another way, the experiences, skills and certifications that a coach may have. From there, we'll dive into how you can run a process and determine fit. I then highlight coaches and organizations that have been recommended by your peers. On our way to wrapping up, I share how you can think about pricing and ROI. Finally, I leave you with some resources if you want to go deeper into coaching.
Working with a coach is a big investment in time, money and energy. Both sides should feel charged to co-create a partnership, embark on a life-changing journey and grow together over time. That's why going into the process armed with guidance and information is so critical. Good luck!
As part of the Institution of Mechanical Engineers' service to members, engineers and professionals in technical industries worldwide, we host a series of free training webinars.
The slides were used in a free training webinar which looked at coaching for engineering managers. The webinar looks at what makes a good coach, coaching vs mentoring and the benefits of coaching.
Presentation of Kristine Nesterova, MBA, International Certified Coach, Lecturer at Turiba University about Coaching and setting the goals.
http://skills.turiba.lv
Presentation was developed for Teachers training which took place in Krakow, Poland, September 2021.
In this presentation you will find answers to the question what is coaching, how to become more self-aware, how to set the goals and how to achieve them.
I created this presentation for a class on leadership skills. I have a workbook to go along with this class. Contact me if you are interested. This is part 1 of 2 day class.
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
This session will utilize coaching skills to create a culture of learning and career development. Do your leaders see employee engagement as a survey, program, or completing a course? Do you want your leaders and employees to convert feedback and conversations into meaningful action and growth? Unconscious bias, resistance to feedback and organizational politics can make it challenging to measure the needs of your teams and organizations. With the coaching skill everyone can be equipped to help drive learning and growth.
Similar to Jp resource booklet network event 1 (20)
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Overview on Edible Vaccine: Pros & Cons with Mechanism
Jp resource booklet network event 1
1. Northern Regional Coaching Network 3
Developing Coaching Skills Workshop
26 June 2012
Facilitators: Gillian Forrester, Chris Andreou and Jan Portillo
2. At the end of this session participants will:
• Identify the similarities and differences
between teaching, mentoring and coaching
• Demonstrate the skills of active listening,
questioning and giving feedback whilst
coaching their peers
• Explain how a coaching approach can be used
within the context of their current role.
3. Introductions
3
I am currently Head of Teaching and
Learning at Gateshead College. I was first
introduced to coaching in 2004 as a tool to
develop the practice of teachers within the
classroom. I have since developed my
understanding of coaching as a leadership
and management approach and would
describe myself as a practising coach.Gillian Forrester
4. Introductions
4
I am currently overseeing the Academy of
Leadership and Management. My interest
in coaching is that I genuinely believe that
enabling talented people can be
accomplished through coaching skills.
Chris Andreou
5. I work regionally, nationally & internationally
as an Executive and Leadership Coach with a
range of clients in the public & private sectors
including chief executives, directors, front line
managers and practitioners. The main focus
for my professional coaching is leadership
development at all levels: supporting
individual and organisational change through
reflection, learning & action.
Jan M Portillo
Introductions
6. What is the difference between:
• Teaching
• Mentoring
• Coaching
• Please use the Venn diagram to explore your current
understanding of these approaches.
Activity
7. What is the difference between:
• Teaching
• Mentoring
• Coaching
Please use the literature/articles on your table to develop
your understanding further.
Activity – Fox’s Thinking Tool
8. “Unlocking a person’s potential to
maximize his or her performance.
It is helping a person to learn rather than
teaching him or her.”
John Whitmore
What is Coaching?
10. A Therapist helps you explore what is stopping you driving the
car
A Counsellor will listen to your anxieties about the car
A Mentor will give you tips from the experience of driving car
A Consultant will advise you on how to drive the car
A Coach will encourage and support you in driving the car
Differences
12. Directive
• I know how
• I tell you
• You follow instruction
1 2 3 4 5 6 7 8 9 10
Dependence Reliance Guidance Support Possibility
Less Directed
• Suggesting options
• Listening
• Agreement
Self-Directed
• You know how
• I ask you
• You decide
Dependence to Self Directed
13. At work many bosses rely on telling others - directly or indirectly - what to do and
how to do it, but as a coach it is important to have a broader range of
approaches in developing staff use a range of approaches from telling to asking.
ask questions
& paraphrase
make
suggestions
give
advice
tell what
& how
more empowering more controlling
PUSHPULL
Ask Tell Continuum
Demonstrate
14. • Coaching is the opposite of telling someone what to do. Coaching involves the
use of questions to help raise awareness and understanding of the person
being coached.
• Coaching is basically the art of asking good questions, knowing when and how
to ask them and of actively listening to the answer.
• Effective coaches have the ability to, and the willingness to:
• ask effective questions, actively listen, be aware and attentive to
non verbal language
• give and receive feedback
• remain detached and non-judgmental
• build rapport and empathy
Coaching
17. vision - the company vision or mission statement
outcome goals - the company objectives and
targets to achieve the mission and/or vision
performance goals - targets & measures of
performance at department and team level to
achieve the Company objectives and targets.
process goals - what the individuals needs to do,
work on and improve in order to achieve the
performance goals.
vision
outcome goals
performance goals
process goals
Goal setting
18. Goal
what would you like to achieve?
how will you know when you have it?
what aspects of X would you like to improve?
how this would help you if you achieved this?
Wrap Up
what option do you choose to act on?
what are the next steps?
when do you think you can start this?
what resources will you need?
precisely when will you do that?
Options
what could you do to change the situation?
what options have you considered?
what are the benefits or pitfalls of these options?
who might be of help?
Reality
what is happening at the
moment?
what is happening now that
tells you there is an
issue/problem?
what have you done so far to
improve things? what were
the results?
how do you feel about?
The GROW model
19. Outcome
(Your
destination)
• What is your long-term outcome?
• What would success look like?
• What would you like to achieve from today’s session?
(This is where you clarify the outcomes around any given situation)
Situation
(Your starting
point)
• What is the current situation?
• What’s actually happening?
(This is where you get clarity around where you are right now)
Choices and
consequences
(Your route
options)
• What choices do you have?
• What are the consequences of each choice?
• Which choices have the best consequences?
(This is where you increase awareness about the consequences of each choice)
Actions
(Your detailed
plan)
• What actions will you take?
• What will you do next?
• When will you do it, with whom?
• On a scale of 1 to 10 how willing are you to take those actions?
(This is where you take responsibility for your own action plan)
Review
(Making sure you
are
on track)
• What steps will you take to review your progress?
• When are we going to get together to review progress?
• Have the actions been taken?
• Have the actions moved you towards your outcome? If not, what corrective
action needs to be taken?
(This is where you continually check that you are on course)
The OSCAR coaching model
20. Now practise your coaching
• Coaching in Action – a practical exercise to
develop the skills of coaching conversations.
21. Tailored Coaching Interventions
Programmes
Developing Coaching Skills
One to One Coaching Team Coaching
Using coaching to embed
organisational initiative
Coaching skills for managers
Developing an internal coaching capability
Tackling difficult conversations
Mentoring skills
www.gateshead.ac.uk | www.lsis.org.uk
