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leadership

教練式領導

Coaching leadership

Coaching Leadership

P=C-I

Performance = Competence – Interference

Anyone with experience in organizational leadership will agree that the “people” problem should be solved in order to solve the “problem”.

The humanistic coaching model believes that people’s beliefs affect people’s behavior, and people’s behavior affects people’s results.

People should develop in a balanced way in terms of knowledge, technology, mentality and belief in order to become outstanding talents.

However, when nurturing subordinates, can supervisors pay attention to both the inside and outside of their subordinates?

A complete person must be both internal and external, from the inside to the outside, harmonious and unified.

Therefore, the ability of the subordinates is the foundation, and the mentality is the key!

In the face of capable subordinates, how to give the stage and help them reach new heights?

In the face of subordinates whose motivation needs to be strengthened, how can they lead and reduce the interference that affects them?

How to figure out what the purpose of subordinates is through coaching leadership, and what kind of mentality do they have?

And how to motivate subordinates to adjust their mentality and find solutions and tools to solve problems by themselves?

Through “OPERA”, let the subordinates “choose” themselves to continue to pursue excellence on the road of growth!

What
What is Coaching Leadership?

“Coaching” is a kind of leadership that combines internal and external skills, and the International Coach Association defines “coaching” as “partnering with the client” to stimulate and maximize the personal and professional potential of the other person through the process of awareness and possibility creation. In the vernacular, coaching is about using a partner’s perspective and professional dialogue to provoke others to take action to make a change on their own.

Therefore, coaching leadership is becoming more and more important in enterprises that understand that talent development is not easy but crucial. In addition to core competencies and skills, coaches need to have a high level of awareness and listening skills in order to be an accurate and neutral responder to help them break through their blind spots. In addition, practical learning is a very important part of the coaching process, through practical exercises to effectively master the skills and rhythm of coaching talks, so that coaching skills become another knife for supervisors.

Who
Who needs to be coached?

  • Senior and mid-level executives and leaders who want to enhance their leadership impact

When
When do you need to be coaching?

When the subordinates have sufficient professional ability, but the supervisor wants to take the “people-oriented” as the starting point, and hopes to increase the motivation from the beliefs/values behind the subordinates’ behaviors, so that the subordinates can have a deeper influence from the inside out and achieve a higher level of performance

教練式領導

Coaching leadership
Course benefits

  • Learn to deal with "human" issues, sublimate subordinates' values, motivations, feelings, and ideals, and then implement behaviors and take actions
  • Let employees take the initiative and choose to do things that are valuable to the company

Course Advantages and Features

Coaching leadership and letting employees take their own "Select" Become excellent

Learn about coaching core competencies

Turn on awareness to build trust

Master coaching skills

The rapid change of the business environment also means that employees are no longer suitable for a single experience or fixed method of coaching, the past emphasis on execution and goal achievement, although it is not that it is not important now, but in the process of talent development, the supervisor can operate communication and coordination, guide and inspire, break through the framework, adapt to change... Therefore, through this course, supervisors not only wear the hat of 'guidance', but also need to have the coaching skills of people-oriented and leading according to the ability of subordinates, so as to help subordinates see their own abilities and blind spots, change old concepts, and implement new actions.

Assist the supervisor to initiate the awareness of subordinates, go beyond the scope of simple guidance, and assist the supervisor to have breakthrough development in leadership.

How
How does coaching work out?

教練領導力

Build relationships

Communicate effectively

Arouse awareness

Prompt action

Course Outline

Course outline

  • What is coaching, and what are the similarities and differences between coaching leadership, management, and external coaching?
  • Basic understanding of coaching leadership and when to use it
  • Key Perceptions of Managers as Coaches
  • Awareness and preparation of coaches and coachees
  • Basic conditions of partnership
  • Coach Executive Module OPERA
  • Attentive listening with purpose
  • Techniques for asking questions accurately
  • Dealing with emotional issues
  • Each group conducts the coaching session according to the description of the case, and the rest of the group is the observer
  • At the end of the role-play, the coach and the coachee give self-feedback, and the observer gives feedback
  • Instructors give comments and conduct Q&A
  • Personally set the work on the next step in coaching leadership

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