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The Challenge: Since the beginning of the industrial revolution, career advancement usually begins with gaining technical expertise in a narrow field, then progresses to supervising teams where managers handle problems and pass their skills to subordinates. But more recently, disruptive change from increasingly volatile, uncertain, complex and ambiguous business conditions means that managers no longer have all the answers.

Our Belief: As workplace expectations evolve, command and control organisational structures are still very relevant for the Fire Brigade, however the role of a 21st century manager in organisations is becoming that of a coach.

Our Approach:

  • Understand the difference between managing, leading and coaching, to identify the outcomes of each.

  • Analyse the 5 guiding beliefs that support effective coaching.

  • Using the "Skill / Will" matrix to identify when coaching is (and is not) effective.

  • Flexing your people management style on a continuum between controlling and empowering behaviour.

  • Developing coaching specific communication skills.

  • The 4 stages of a coaching conversation.

Workshop Outcomes:

  • Analyse the mindsets and behaviours that differentiate "Managers" from "Coaches".

  • Develop a wider range of people management skills and the ability to select the most effective approach for the situation / individual.

  • Build confidence in your ability to coach others to set goals, solve problems and maximise thier potential, even when you don't have all the answers.

Who Should Attend: Supervisors, Team leaders, People Managers and/or anyone with a stake in helping others reach their full potential.

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Building High Performance Teams.jpg
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