Developing Your Leadership Impact: Accelerate Change and Increase Engagement Using a Coach Approach


Effective leaders help others think more broadly for themselves. They do this by sharing insightful reflections and asking powerful questions that disrupt and expand people’s minds.

In this conversation I had with James Gentle on his podcast, Team Talk, we explored both:
- my passion for coaching and what I'm continuing to discover and:
- What and why using a coaching approach in their conversations is essential for leaders, especially now.



Drawing on recent discoveries in the neurosciences and workplace motivation, this interactive program teaches the latest techniques for stimulating the new thinking and long term behavioral change needed to create breakthrough results in the workplace.

One of the common challenges that leaders face is getting people to see the blind spots and points of resistance that keep them from intentionally moving forward. Telling people what is wrong is an inefficient way of changing behavior. Using threats and offering rewards for change also do not produce long-term results.

The most powerful way for a leader to change people’s minds is to help them to think more broadly for themselves using a coaching approach. Listening, reflecting on what you hear and sense, and then asking powerful questions can actually change how a person sees himself and the world around him. These discoveries lead to permanent and positive behavioral change.

Leaders who are committed to helping others grow their mind as well as their skills will be most successful in this quickly changing world.

Designed as a highly interactive learning experience, this program will give leaders new approaches to creating breakthrough moments in their performance and development conversations. Participants will walk away with practical skills and renewed confidence about how to truly help others think more broadly for themselves.

If you want to create a program to create a coaching culture in your organization, contact us for more information.

(I will work with you to choose the most relevant objectives that fit your needs and length of program):
  • Learn new ideas in learning and behavioral change based on recent brain research, indicating the value of coaching for leaders to increase engagement and motivate change.
  • Decide when a coaching conversation is most useful, or when mentoring or a more direct approach would be better.
  • Determine how to blend mentoring and managing with coaching for the most beneficial results.
  • Identify what mental positions are necessary to hold during difficult conversation so the person stays receptive to the conversation.
  • Differentiate the three levels of listening and what can be heard at each level.
  • Identify the typical causes of blind spots and resistance in people in performance conversations.
  • Learn a model of coaching most useful for changing people’s minds as well as solving problems.
  • Practice listening from the three major processing centers in your nervous system so you know what reflections to share and powerful questions to ask that will create a broader reality, permanently changing a person’s mind for better results.
  • Practice presencing techniques to manage your emotions during the process.
  • Learn and practice a feedback technique to use at the start of a coaching conversation to be clear on the result that is required.
  • Create your own ongoing development plan for improvement.

FOLLOW-UP sessions can be designed as Coaching Case Clinics to provide ongoing development.

POSSIBLE OUTLINE for a 2-day program:

Day One:

  1. Differentiate coaching, mentoring, and managing
  2. An evolution of motivation in the workplace. The need for and value of coaching.
  3. Examination of cases and situations where coaching would be most useful
  4. Defining coaching that goes beyond problem solving to changing people’s minds. Present the coaching model.
  5. Experience listening at three levels. Look at what it takes to listen at level three for coaching. Practice listening using your three processing centers of your neural network to hear what is truly stopping a person from moving forward.
  6. Identify the typical causes of blind spots and resistance in people to help focus what you are listening for in performance conversations.

Day Two:

  1. Explore the mental positions needed for listening in a coaching conversation. Learn a technique for staying present and managing emotions during a coaching session.
  2. Practice development conversations using coaching.
  3. Learn and practice a feedback technique to use at the start of a coaching conversation to be clear on the result that is required.
  4. Create your own ongoing development plan for improvement.

The skills taught in this short time frame will help participants become comfortable with having their own coaching conversations so they are inspired to have these sessions with employees back on the job.

“I always find your sessions motivate me to make a big step forward. I can clearly see the value in allocating more time in coaching and giving feedback to my team. Every day as I feel I am getting stronger in choosing the right words and forming the right questions, and then understanding their answers at a much deeper level. The results are impressive. Thank you again.. I look forward to the next session with you.” – Vassilis Karonis, Cluster Manager at Seago Line

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