Personal and Business Competencies / Management Skills

Creating a coaching culture in projects

The workshop training is dedicated to project managers who want to implement a coaching culture in their teams. The program focuses on the practical aspects of building an environment that supports employee development and self-reliance. Participants learn about the employee maturity model according to Ken Blanchard, and learn to adapt management styles to the development needs of the team. The workshop combines theory with intensive practice, offering concrete coaching tools and techniques that can be immediately applied to daily project work.

Issues

Strategies for overcoming resistance to change
Employee maturity model according to Ken Blanchard
Techniques for conducting coaching conversations in projects
Methods for diagnosing employee development needs
Tools for building organizational culture
Psychology of motivation in project management
Motivational anchor system in coaching
Methodology for conducting development sessions
Active listening and questioning techniques
Leadership styles in the context of coaching
The process of implementing a coaching culture
Coaching effectiveness evaluation tools

This training is part of the path:

Business Trainer / Facilitator

Benefits

An in-depth understanding of the process of implementing a coaching culture in projects allows you to create an environment conducive to employee development
Familiarity with Ken Blanchard's maturity model allows you to effectively adapt your management style to the development level of each team member
Practical experience in the use of coaching tools translates into an increase in the effectiveness of daily team communication
Intensive workshops on development interviewing techniques build confidence in the role of a manager-coach
Action plans developed during the training allow systematic building of coaching culture in the organization

Who is this training for?

project managers whose success depends on the quality of cooperation among team members;

Those interested in making it easier for employees to achieve their goals

Managers who want to improve communication with employees and their job satisfaction

Project managers who want employees to be more independent and take the initiative for action themselves

Prerequisites

Experience in managing a project team
Basic knowledge of the principles of business communication
Openness to new methods of team management
Readiness to change leadership style

Training program

Mission and vision in projects - formal and informal assumptions about cooperation Coaching culture as part of the culture of purpose - stimulating methods of cooperation in the implementation of business activities Ways of drawing up communication contracts - creating a general framework for cooperation in a project Systems of punishment and rewards - introducing intra-project norms of behavior Ways of supporting integration and cooperation of employees - managing meetings and work space Setting a framework for coaching in a project How often to organize coaching meetings?
How to test the effectiveness of project coaching? - OCQR method in assessing the usefulness of coaching

Motives of employees - how to recognize what determines the level of employee commitment?
Working with the dominant type - focused on intense incentives and independence Working with the influential type - focused on work atmosphere and reputation Working with the subordinate type - focused on the constancy of the work mode Working with the result-oriented type - focused on perfect task performance Motivation anchor model - what elements of organizational culture motivate employees?
Professionalism/professionalism - how to nurture professionals?
Leadership - motivating employees who strive to coordinate tasks Autonomy/independence - motivation in team members who require an individual work system Security - motivating employees who value stability in a project Creativity and entrepreneurship - how to maximize creative potential in a team?
Self-sacrifice and assistance to others - how to manage an employee dedicated to cooperation and assistance to other team members?
Challenges - working with the type that pursues challenges Lifestyle - motivating employees who value work-life balance

Coaching tools in the work of a manager-coach: The method of \Value Maps\ - maps of values and goals as a tool of coaching oriented to professional development and job satisfaction The method of alternative events - ways of evaluating difficult situations and creating innovative processes in the project The method of moodboards - tools for creative search for solutions in projects, stimulating employees ingenuity Technique 635 in group problem solving Questions the power of coaching - or how to effectively ask questions in the process of coaching conversations Techniques of active listening Questions aimed at getting someones attention Questions asking for clarification Questions that force action Questions that challenge the current way of thinking Questions that change the way of thinking Questions like \what if\ Linguistic tools of influence in coaching work - presuppositions

R1 level - how to develop employees with low competence and high motivation Sample instruction for an employee - instructional conversation scheme Creating messages in an instructional formula - what to remember?
Difficult situations related to instruction Level R2 - how to develop employees with low or medium competence and medium or high motivation Differences between instruction and training Formula of training - scheme of training conversation Defining the task for the knowledge taker - SMARTER formula in training

R3 level - how to develop employees with high competence, and medium or low motivation Defining the role of the mentor in the relationship with the employee Indirect authority building - sources of authority according to French and Raven Appropriate comments - a scheme of mentoring conversation Self-reference - the basics of storytelling in mentoring R4 level - how to develop employees with high competence, and high motivation Building the image of coaching and coaching Overcoming employee resistance The ability to set the goal of coaching The ability to control the course of the conversation - a scheme of coaching meeting

Each participant will be given a leadership action plan to create in the sphere of creating a coaching culture in the project.
Using the template received during the training, participants will plan step-by-step managerial and coaching activities that will sequentially guide the team through integration, goal setting, up to the opening for cyclical coaching.
The entire task will be analyzed in the group and supplemented with comments from the trainer.

Delivery Methods

Online

Convenience of participating from anywhere
Interactive live sessions with trainer
Materials available for 30 days
No travel costs

On-site

Direct contact with trainer and group
Intensive hands-on workshops
Networking with other participants
Full focus on learning

Frequently asked questions

What are the prerequisites for this training?

For Creating a coaching culture in projects we recommend: Experience in managing a project team; Basic knowledge of the principles of business communication; Openness to new methods of team management.

What is the format and duration of this training?

The training lasts 2 days and is available in online and on-site format. Sessions run from 9:00 AM to 4:00 PM. We can also customize the schedule to fit your team's needs.

Who is this training designed for?

This training is designed for: project managers whose success depends on the quality of cooperation among team members;; Those interested in making it easier for employees to achieve their goals; Managers who want to improve communication with employees and their job satisfaction.