Becoming a Coaching Manager

Topic: Management & Leadership

Part A:

New business models, complex situations and the need to be proactive all require your coworkers to have a high degree of autonomy. They must not only be competent and motivated, but they must also demonstrate an advanced level of interpersonal maturity.

For this reason, the traditional role of a manager must expand to include the role of a manager-coach.

Learning objectives:
How to turning coaching concepts into practical tools for the manager, adapting to the role and to different situations (supporting a coworker in difficulty, delegating, promoting, expanding skills, developing potential, etc.):

  • What is a manager-coach?
  • What are the benefits and challenges in becoming a manager-coach.

Part B:

Managers have a complex, multi-faceted role; hierarchical when meeting the organization’s objectives, cross-functional when developing cooperation, and innovative and interpersonal when securing commitment and developing autonomy.

Learning objectives:
How to adapt coaching practices to the specific needs of a manager supporting his or her team (new organization, interpersonal issues, high-stakes project, commitment, collective performance, etc.):

  • Adopting manager-coach best practice.
  • Practicing team coaching.

Watch preview video here:

Learning outcomes:

By the end of this 2-part module, you will learn to adopt the posture and best practice of a manager-coach. You will also:

  • Understand the benefits of being a manager-coach in addition to your traditional role as a manager.
  • Be able to develop your team’s maturity.

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