This one-day training focused on developing management skills through modules on self-awareness, personality types, mindset, and coaching. The training utilized exercises and practical applications of concepts like goal-setting, different leadership stages, and the IGROW coaching model. The overall aim was for participants to gain insights into themselves and their team, and learn skills like active listening and asking open-ended questions to facilitate development in direct reports.

1. Management Skills – 1 Day Training
Self-awareness. Manager Transition. Growth
Mindset. Coaching Skills for Managers
TRAINING | COACHING | MENTORING
www.equinox-partners.bg

2. www.equinox-partners.bg 2 | 16
Training Day Overview
Key Training Topics
Training
Part
Subjects and practical exercises
OKR
(Objectives & Key
Results)
Part 1
Kick Off
Icebreaker. Agenda preview. Create
class ground rules. Goal-setting for the
training day. Project Oxygen @ Google.
Challenge vs Support Matrix.
Everyone has a clear
understanding of what
would be the key learning
training results
Coffee break (15 min)
Part 2
Self-
Awareness.
Different
personality
types
The concept of self-awareness as the
first stepping stone to becoming an
excellent manager. Introduction to
different personality types. How to build
more productive teams. Skill vs Will
matrix
Everyone becomes aware
of his personality type and
learns how to work with
different personality types.
Lunch (60 min)
Part 3
Manager
Transition
The 3 stages of leadership development.
Growth vs Fixed mindset. Internal mental
models and values-driven leadership.
Introduction to IGROW and INTUNITY
coaching model fundamentals
Everyone understands the
growth mindset importance
and the fundamental
coaching skills.
Coffee break (15 min)
Part 4
IGROW
coaching
model
Practicing the IGROW coaching model.
Key learnings and action plans from the
day. Progress accountability wrap-up.
Everyone practices
coaching conversations
and creates an action
plan for development.
Goal Setting Training Wrap Up
Get in the learn and
grow mindset
Exercises, work in
groups, facilitation
Learning takeaways
and accountability

3. www.equinox-partners.bg 3 | 16
Part 1: Goal Setting
“If you are determined to learn, no one can stop you.
If you are not willing to learn, no one can help you”
– Zig Ziglar
“Setting goals is the first step in turning the invisible into the visible.”
– Tony Robbins
Take a moment and answer these questions:
1. What is the best learning outcome for you today?
....................................................................................................................
....................................................................................................................
....................................................................................................................
....................................................................................................................
....................................................................................................................
2. How will know that you got it? What are some personal learning KPIs
for you?
....................................................................................................................
....................................................................................................................
....................................................................................................................
....................................................................................................................
....................................................................................................................
3. What do you commit to be and to do throughout the day so that
you create the best learning outcome for yourself?
- I commit to be: ……………………………………………………………
- I commit to do: ……………………………………………………………
Welcome. Take a full ownership of your learning experience today.
This day will happen only once in your life. Make it a worthwhile
experience – for you and for the people around you.
Be silly. Be smart. Be brave. Be yourself.

4. www.equinox-partners.bg 4 | 16
Project Oxygen
Project Oxygen was a study done in 2009 by Google’s PiLab that found
there are 8 core attributes that great managers at Google have in
common. Research done by Gallup confirms similar attributes.

5. www.equinox-partners.bg 5 | 16
Your Role as a Manager
Being a good manager means creating the space for your team to
achieve its results. It also means rolling up your sleeves and getting
the work done on an individual level.
• Think about the best and worst managers you’ve worked
for…how have they added (or subtracted) value?
• Write on two post-it(s) and place them on the wall in either
category.

6. www.equinox-partners.bg 6 | 16
Fixed vs Growth Mind-set

7. www.equinox-partners.bg 7 | 16
Fixed Mind-set
leads to a desire to look
smart and therefore a
tendency to:
Growth Mind-set
Leads to a desire to learn
and therefore a tendency
to:
Challenges …avoid challenges …embrace challenges
Obstacles …give up easily
…persists in the face of
setbacks
Effort
…see effort as fruitless or
worse
…see effort as a path to
mastery
Criticism
…ignore useful negative
feedback
…learn from criticism
Success of
others
…feel threatened by the
success of others
…find lessons and
inspiration in the success of
others
As a result, they may
plateau early and achieve
less than their full potential.
As a result, they achieve
ever higher levels of
achievement.
All this confirms a
deterministic view of the
world.
All this gives them a greater
sense of free will.

8. www.equinox-partners.bg 8 | 16
Challenge vs Support Matrix
(your manager and you)
Challenge vs Support Matrix
(you and your direct reports)
CHALLANGE
SUPPORT
CHALLANGE
SUPPORT

9. www.equinox-partners.bg 9 | 16
Part 2: Self-Awareness. Different Personality Types
“When we seek to discover the best in others,
we somehow bring the best in ourselves.”
– William Arthur Ward
Based on the exercises, class discussions and your experience, what are
your key strategies to work best with people of the other personality
types?
•My personal strategies
for working with
Red
•My personal strategies
for working with
Yellow
•My personal strategies
for working with
Green
•My personal strategies
for working with
Blue

10. www.equinox-partners.bg 10 | 16
Feed-Forward exercise on key qualities and behaviors
you want to develop for working with
different people:
Step 1: Think of what key qualities and behaviors you want to develop
for working with difficult (different) people, for example: “I want to
become better at giving constructive feedback”. Focus on the future.
Step 2: In 2 minutes give and receive ideas from another person. Find out
what quality or behavior the other person wants to improve and then
share yours. While giving ideas, give your best advice on how the other
person could improve. While receiving ideas, just listen with an open
mind.
Step 3: Rotate and wait for instructions.
My key learnings are:
My key action steps are:
Part 3: Manager Transition
1-st round 2-nd round 3-rd round
1-st round 2-nd round 3-rd round

11. www.equinox-partners.bg 11 | 16
“One of the things I learned when I was going through transition,
was that until I changed myself, I could not change others.”
― Nelson Mandela
As I tell my students, becoming the best kind of leader isn’t about
emulating a role model or a historic figure. Rather, your leadership
must be rooted in who you are and what matters most to you.
When you truly know yourself and what you stand for, it is much
easier to know what to do in any situation. It always comes down
to doing the right thing and doing the best you can.”
-Harry M. Jansen Kraemer, Kellogg School of Management
The three stages of leadership
Your leadership journey is unique to you, but there are three
distinct stages almost every leader will go through on their way to
the top. The best ones make moving through the levels look easy.
But it isn’t.
― David Lewis
How do we decide that a person is ready to take on a role with a
brand new remit and unfamiliar responsibilities? We do it trusting
that a person will succeed, based on often nothing more than a
hunch. “But wait!” I hear you cry. “People are promoted based on
their success in their current role. It’s how it works everywhere.” This
is true. People are promoted to the next level based on their
previous performance. But does this make sense?
Leaving the first stage of leadership
One of the biggest switches at this level is letting go of the things
you’re good at doing. It’s a challenge for every person who is

12. www.equinox-partners.bg 12 | 16
promoted to a management position. All too often, they still behave
as the individual expert, micro-managing and focusing on the
method rather than the outcome. They believe there’s a right and
wrong way of doing things irrespective of the outcome, which
disempowers others. Individuals have different ways of doing things
and to succeed they need your encouragement, not your control.
Moving from stage one to two is the biggest transition. Letting go of
the things that got you to stage two in the first place is hard. You
can’t just do more of what you’ve been doing. We say
“Congratulations! You’re a brilliant specialist. Now forget all about
that and learn a new set of skills.” Doing that feels like sitting on your
hands.
The people who become great managers have invariably made the
transition knowing full well that they need a new toolkit. A lot of
people simply assume that because they were good at their old
job, they’ll be good at the new one.
The higher you climb as a leader, the more difficult it is to put your
hand up and say “I need some help.” But that’s the key to your
success. Develop a plan, along with your bosses, on how to be
effective at your new level. Being prepared and aware is crucial.
From 2 to 3: creating the environment for excellence
The third level is about multi-functional leadership. At this level,
you’ll be leading teams who specialise in things you know nothing
about. In a way, this is a massive benefit. How can you
micromanage something you don’t understand? Your background
might be in design. If so, it will be pretty hard to get into the nitty
gritty of what the IT department is doing.
Be conscious of the new skills you’ll need. Be aware that the old skills
are still needed on top of the new ones. And know that you’ll need
help. None of the world’s best leaders today got there alone.

13. www.equinox-partners.bg 13 | 16
Coaching Skills and IGROW Model
“When you change the way you look at things,
the things you look at change.”
— Max Planck
The Coaching Continuum
What is Coaching?
ICF defines coaching as partnering with clients in a thought-
provoking and creative process that inspires them to maximize their
personal and professional potential.
Coaches honor the coachee as the expert in his or her life and work
and believe every coachee is creative, resourceful and whole.
Standing on this foundation, the coach's responsibility is to:
• Discover, clarify, and align with what the client wants to
achieve
• Encourage client self-discovery
• Elicit client-generated solutions and strategies
• Hold the client responsible and accountable
This process helps clients dramatically improve their outlook on work
and life, while improving their leadership skills and unlocking their
potential.

14. www.equinox-partners.bg 14 | 16
IGROW COACHING MODEL
Stage Sample Question
I – Intention What is the big picture? What is the greater purpose for you
and your team? What do you really want?
G – Goals What is your goal in SMART terms? How would you know that
you have achieved it? How important is this to you? Use 1 to
10 scale to measure any quantifiable outcome and goal.
R – Reality Where are you now? Who is currently involved? What
resources do you need to achieve your goal?
O – Options What are the possibilities to achieve this? What else? If your
biggest obstacle wasn’t there what would you do?
W - Will What is the first step? When will you make it? How? What is
your current motivation to take the first step from 1 to 10?
What do you need to make it even higher?
IGROW Coaching Model is Effective When…
The coach:
- acts as a facilitator
- reflects on own assumptions
- structures the conversation towards some resolution
- let the coachee choose their next steps
The coachee:
- wants to be coached to help them move forward
- chooses what they want to be coached on - brings their own
challenge or issue
Focused attention on the coaching process is more important than
the time spent. What matters most is listening, so the other person
feels heard.
Eliminate distractions and cultivate a sense of presence in the
moment.

15. www.equinox-partners.bg 15 | 16
When should I coach
• When working with high-potentials
Coaching fosters their long-term development
• When working with knowledge workers
The “expert” leadership role has limitations when workers
may be more knowledgeable than the boss
• When commitment trumps control
When securing employees’ commitment and intrinsic
motivation is more important than controlling them,
coaching is the best approach
• When the issue is around managing relationships
e.g. stakeholder management, how to motivate others
When Should Coaching be Avoided?
• When dealing with serious underperformers
Coaching is not a performance plan
• When you do have the answers. If you know exactly how the
work must be done, direct instruction is better than inquiry
If a question has just one answer, people feel quizzed
• When task control is more important than commitment
In doing routine tasks for example, this may be the case
• If the coach believes the coachee cannot achieve the goal
An important aspect of coaching is having a growth mindset.
If this is the case, question your assessment before acting.
When there are safety or legal risks involved
Key Coaching Skills Tips
• Be fully present for and focused on the coachee
• Be aware of your own mindset and that of the coachee
• Practice empathic listening (aka active or reflective
listening)
• Ask open-ended questions to facilitate coachee’s own
insight

16. www.equinox-partners.bg 16 | 16
Key Learnings. Action Planning
Questions Personal Notes
What are your key learnings
from today?
What are the top 3 action
steps for you to leverage these
learnings at work
immediately?
What is your motivation on the
scale from 1 to 10 to
implement these steps?
What would make your
motivation even higher?
OK, now get your
shit together and
go do that!
Carpe Diem J