Coaching as a management tool

Basics of coaching

• What is coaching anyway?
• When is coaching useful and when is it not?

The role of the manager as a coach

• Is there a need for a clear role change between manager and coach?
• What expectations are placed on me as a manager for successful coaching?
• Does my leadership behavior/style match the coaching?

Prerequisites for successful coaching

• Check your own clarity and attitude.
• Creating a trusting and supportive relationship.
• Empathy as the key to understanding employees' points of view.

Targeted management of coaching discussions

• He who asks, leads: using targeted questioning techniques to analyze problems.
• Active listening.
• From the problem to the goal - designing a clear mission statement.
• Taking a step back and actively steering the conversation at the same time.

Taking a close look at yourself

• Reflection on your own values, convictions and attitude.
• How do my thought patterns affect my behavior?
• To what extent can I as a manager be my own coach?
• Compare self-image and external image through feedback from trainer and group.

What can be achieved through successful coaching?

• Z. E.g. promoting employees' personal responsibility, constructively resolving conflicts, motivation and increasing efficiency, reducing uncertainty and blockages in change processes.

Work on coaching examples from the attendees' practice