A Masterclass: Coaching for High Performance

This training is delivered by Directory of Social Change. A national charity established in 1975 with many years’ experience working with organisations in the UK and overseas, to release the potential of their teams and individuals. Their mission, to 'help you to help others', speaks of their commitment in supporting charities and other organisations whose work contributes to achieving positive social change.

Description

You are cordially invited to bring your people management problems to this session and discover an alternative to ‘doing management to people’. Coaching, as a leader, is an essential part of the skillset. If a management approach to problem-solving isn’t working, maybe a coaching approach will.  

Why come?

As leaders, it’s easy to fall into the trap of thinking we need to be the fixer, the counsellor, the mediator. We don’t. We need to provide high challenge and high support. Developing coaching skills in your role will: 

• Support a positive, inclusive and collaborative working environment

• Ensure performance management conversations are goal-focused and de-personalised.

• Encourage teams and individuals to take responsibility for their role and performance

• Develop problem-solving skills for yourself and others

Who should sign up?                    

CEOs, department heads, senior leaders, and Chairs of voluntary sector organisations looking for a hands-off way to support, motivate and challenge team members to improve performance and achieve goals. 

What will I get out of it?              

By the end of the session, you will have: 

• Explored the key principles of coaching: what it is and isn’t and when to use it

• Considered the benefits of coaching and its application in the workplace

• Identified the value of listening when coaching

• Discussed what makes an effective coaching question

• Looked at the GROW model for structuring coaching conversations

What does it cover?      

• What is coaching?: Comparing to other support interventions

• To coach or not to coach: The context for coaching conversations

• Coaching versus managing: The Benefits

• Key Skills: Listening and Questioning