The coaching mindset
This module includes important frameworks that are
necessary to coach effectively:
The concept of ownership
Being non-judgmental - Appreciative Inquiry (AI)
Forward-/opportunity-oriented - Feedforward
Sharing versus Advising

Developing yourself as a coach: the inner work to
become a coach
During this module, you will work on your personal
development which will include
Raising your standards
Establishing effective boundaries
Developing a high level of integrity
Understanding your needs and wants
Learning to move f rom dependence to inter -dependence

The 11 key coaching competencies:
This unit will cover the 11 key coaching
competencies as defined by the International
Coach Federation (ICF):
1. Meets Ethical Guidelines & Professional
Standards
2. Establishes the Coaching Agreement
3. Establishes Trust & Intimacy with the Client
4. Has Coaching Presence
5. Demonstrates Active Listening
6. Uses Powerful Questioning
7. Communicates Directly
8. Creates Awareness
9. Designs Actions
10. Demonstrates Planning and Goal Setting
11. Manages Progress & Accountability

Practicing the key coaching competencies
The coaching models:
You will get ample opportunity to practice the key
coaching competencies with your peers during these 4
days. Also, between Part I and II we will set up a buddy
coach system to provide you with sufficient
opportunities to apply your coaching competencies.
One of the requirements for successful graduation is to
complete a coaching practice assignment between Part
I and II.

The coaching models:
In order to be able to follow a systematic coaching
process, you will be introduced to some useful models
for coaching:
GROW model
GAP model
The 5S model
Other less frequently used models

The coaching styles
This module explores useful assessments and client
types in order to better understand which coaching
styles might be most effective during coaching:
Assessments: MBTI, DISC, Harrison, Enneagram,
PCSI
Client Types: CEO, Line Manager, Staff,
Entrepreneur, Professional, Creative Type, Sales
Executive

Coaching at the beliefs level
As a coach your role is to facilitate positive change.
During this module you wi l l be introduced to the
Pyramid of Change and learn particularly how you can
help people change beliefs more effectively through
reflection.
Designing a personal plan to get started or take my practice to the next level (Part One)

The limits of coaching: when is coaching not appropriate
In this unit you will learn basics of the Situational
Leadership model and ref lect on other possible
interventions such as
Directing
Counseling
Training
Consulting
Facilitating
Mentoring
You will be also introduced to the 6 Forms of Coaching

Coaching in critical situations
Critical situations covered in this module include
Start-up support for managers in a new position
Disrupting behavioral issues
Poor decision making
Organizational issues (reorganization, M&A, crisis situations, etc.)

Coaching under-perfomers
During this session you will learn
The 3 conditions to great performance
To understand i f coaching is an appropr iate intervention
To get to the root cause of poor performance reflecting on the Situational Leadership model
To use the appropriate coaching style to assist in performance improvement

Coaching over-achievers
Over-achievers often cause problems to the organization due to their beliefs and values. During this session you will understand how you can assist them to overcome such beliefs and how you can help them build on their strengths. You will learn about cognitive dissonance and the difference between causality and correlation.

Coaching with NLP: integrating some NLP tools into coaching
In this module we will introduce you to Neuro-Linguistic Programming (NLP) and how certain tools developed in NLP can assist you as a coach. Tools will include
Visualizing
Reframing
Time-Line

Creating a coaching culture in your organization
In order to make coaching most effective, it is useful to develop a coaching culture in your or your client’s organization. This unit will cover the 3 levels of a coaching organization, potential pitfalls and necessary pre-conditions.

Internal coaching vs. external coaching
During this session we will cover the different dynamics experienced by internal and external coaching. It will also include the question of contracting which is not only relevant for external coaches.

Measuring the ROI of coaching
In the past years, senior management has become increasingly suspicious of any expenses for soft skills development as they often felt that the money was pored into a ‘black hole’.
This module wi l l int roduce you to a process of measuring the Return on Investment (ROI) of any
coaching intervention.
Designing a personal plan to further evolve your coaching practice (Part Two)