DAY 4: Coach for Performance and Development
This is part of the certificate course, Mastering Management: Feedback, Coaching and Performance
Overview
The Day 4 module focuses on helping participants shift from being the go-to problem-solver to becoming a manager who builds capability in others. Drawing on the instructor’s book, Into the Hands of Leaders: Employee Growth through Learning, participants explore the identities of Expert, Hero, and Coach, and what it means to lead with a coaching mindset.
Participants learn how to use powerful questions, active listening, and curiosity to support growth and independence, with practical tools from The Coaching Habit by Michael Bungay Stanier. Participants also explore when coaching isn’t effective and use the Skill vs. Will Model from earlier in the course to determine when to coach versus when to direct or support.
As the final session in the program, the day brings together key concepts from across the course. Through practice and reflection, participants strengthen their ability to apply coaching strategies that promote ownership, accountability, and long-term development, reinforcing their role as a manager who grows others.
This module includes
Facilitated session (4 hours)
Unit 10 – Coaching and developing others: Coach Identity (90 minutes)
- Drawing on the instructor’s book, Into the Hands of Leaders: Employee Growth through Learning, apply the identities of Expert, Hero or Coach to empower team members to take ownership of their work and problem-solving.
- Develop a coaching mindset by shifting from providing answers to asking powerful questions, actively listening, and fostering self-sufficiency.
- Increase team member capability by embracing coaching for long-term development, strategic focus, and reduced operational dependency.
Unit 11 – Coaching and developing others: Coaching Skills (90 minutes)
- Drawing on the book The Coaching Habit by Michael Bungay Stanier, apply essential coaching questions to shift from directive leadership to a coaching approach, fostering curiosity and team member ownership.
- Practice adapting coaching strategies based on team member readiness, using situational leadership principles to balance support, challenge, and guidance.
- Strengthen coaching effectiveness by using active listening, inquiry, and feedback to help team members develop problem-solving skills and take responsibility for their growth.
Unit 12 – Coaching and developing others: When not to coach (1 hour)
- Identify when coaching is not the right approach, such as during crises, when immediate direction is required, or when a team member lacks foundational skills.
- Reinforce the Skill vs. Will Model as a decision-making tool to determine when to coach vs. provide direction or support.
- Strengthen leadership effectiveness by balancing coaching with clear expectations, accountability, and follow-through to ensure real growth and development.
Virtual facilitated activities (90 minutes each)
- Practice coaching conversation; set expectation for application: coaching
- Facilitated debrief on coaching application