Strategic Coaching as Leaders
There’s no doubt that coaching is one of the most effective ways to develop employee potential. But once managers have been given the responsibility of coaching, they need a fitness regimen of their own. This topic shows managers how to delegate with skill, implement development plans, and improve employee performance with this selection of assessments, activities, and programs.
Business coaching is about helping employees become more effective — and supporting and involving your employees in the process. Coaching influences employee adaptability, productivity, and retention.
Day One Course Objectives:
- Through an assessment determine your coaching style and personality
- Understand and practice using the GROW model for coaching
- Solve managerial challenges through the coaching process
- Improve employee performance through a specific coaching process
- Grow and develop employees for success
Managers are often just as stressed as employees by the rigors of change and don’t always have the time or the skills necessary to anticipate all of their employees’ emotional and professional needs. So, too often, employees feel resentful, confused, fearful, or resistant – and the change effort stalls.
Dealing with Change offers a proactive, five-step plan for coping with the challenges of personal and organizational change. This business simulation takes a focused, personal, and proactive approach to managing the emotional side of change, helping employees learn how to regain a sense of control and turn negative emotions into positive actions.
Day Two Course Objectives:
- Understand that change is a continuous process and how to manage it in the world of work.
- Create your personal change profile to benefit the movement through a change experience.
- Develop a strategy for managing change in your team and in the company.
- Follow the change curve and learn the necessary steps to help others through.
A lack of succession planning is like driving your car in the dark without headlights. Effective succession planning is like having halogen headlights that shine father and brighter than any other kind of headlight.
This topic shows you how to conduct a gap analysis to identify current and future needs, how to create a pipeline of potential top leadership and how to bring selection systems, reward systems and management development into alignment with the process of leadership renewal.
Day Three Course Objectives:
- Identify high-potential employees
- Conduct a gap analysis to identify current and future needs
- Develop a cadre of successors at several levels
- Use employee development plans (EDPs) as a tool for leadership development
- Consider individual results and adherence to values in your assessment of high-potential employees
- Identify pitfalls of poor planning or no planning
- Measure, evaluate and refine your succession management program
Generations in the Workforce
Today’s American workforce is unique and singular. Never before has there been a workforce and workplace—so diverse in so many ways. The mix of race, gender, ethnicity, and generation in today’s workplace is stunning. There is a growing realization that the gulf of misunderstanding and resentment between older, not so old, and younger employees in the workplace is growing and problematic. Workshop participants will learn these key concepts:
Day Four Course Objectives:
- Better understanding of millennials in the workforce
- Motivate and mentor a multi-generational workforce
- Confidently manage people on your team that are older or younger than you
- Improve job satisfaction and employee engagement through a better understanding of the different generations
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