New Coaching approach to leadership

The central idea of coaching leadership is that the leader helps his or her staff to understand where the organisation is going. And to empower them to find solutions to current challenges to the best of their ability at the time, in the light of business trends. As leaders, it is important to pay at least as much attention to leading others - particularly in supporting their personal development - as to activities aimed at improving business performance.

A coaching approach can be applied at all levels of management. Some require strengthening or developing the competencies needed to support staff development effectively. For example, understanding the goals, values and motivations of others and aligning these with organisational expectations, giving feedback, or listening carefully to others. The coaching approach to leadership is actively involved in supporting the development of staff, and goes far beyond impersonal support.

For senior and middle managers who are committed to raising awareness and renewing their own leadership, and who want to use their leadership to positively shape the company culture and support the development needs of their subordinates; For HR managers who want to play a key role in shaping the company culture; For internal coaches who are already using these skills but who would like to develop their current knowledge and broaden their understanding of the coaching profession.

Developing and supporting a corporate coaching culture. Participants will learn and apply the elements of the coaching toolkit at a high level in their leadership work, thereby supporting the achievement of their goals at organisational, managerial and personal levels. The expansion of the coaching toolkit can induce significant changes in personal effectiveness, leadership effectiveness and organisational culture. Leaders will have an expanded toolbox, new motivational options and new avenues for support development (DIADAL model and other coaching models).

The programme results in a sincere supportive atmosphere between the leader and the followers. Individual and team performance increases measurably. Increased autonomy and responsibility. Increased risk-taking and creativity. The implementation of personalised leadership in practice increases subordinate motivation and loyalty.

Definition of coaching

• Definition and scope of coaching
• Coaching in the life of the organisation (possibilities, limits and typical topics)
• Differences between external and internal coaches in terms of their roles, impact and boundaries
• The place and role of coaching in management, coaching focus
• When coaching type leadership is needed and when it is not
• The situational leadership model and the place of coaching

Forms of coaching

• Distinguishing between individual, group, team, shadow, ... coaching
• The use of brief coaching in leadership
• What are the aims, possibilities and limitations of coaching
• When to use which in management
• Competences required for the different forms

The toolbox, coaching tools in leadership

• Awareness of problems
• Story telling
• Questioning techniques
• Focus of the leader in a coaching type of conversation

The process of a coaching-type leadership conversation

• The GROW model in practice
• Structure and content of coaching sessions
• Motivation levels of the subordinate during the coaching process
• Expected difficulties and how to deal with them
• Situational exercises and feedback

Group coaching, during which we process lived experiences, analyse difficult situations together and formulate solutions, as well as clarify any remaining questions and doubts.