This exercise-based training course puts coaching in the context of leadership and aims at developing mindset and skills needed to apply coaching as a preferred leadership style. Experience shows that managers who apply coaching frequently as situational leadership style have a much stronger performance record than those preferring a more directive style since their subordinates excel due to accelerated team learning and higher motivation.
Coaching starts with attitude, a readiness to share insight, knowledge and skills, a high degree of openness and preparedness to build close relations with subordinates and teammates. As such coaching should be in the blood of a good leader and colleague. Coaching means to fully tap available potential for the overall benefit of team and corporation and motivate and challenge others to achieve higher performance. It is core to a cooperative leadership style and a learning culture, a corporate culture built upon open exchange, mutual support and drive towards excellence.
At the centre of this one-day training are practical exercises which help participants to experience gradual improvements of their coaching skills. It introduces the GROW model and a seven-step coaching process to start with and integrates two assessments, a leadership style inventory and a self-assessment of coaching effectiveness as well as many other practical tools and tips guiding participants towards greater coaching success.

Target Audience
Managers and supervisors with no prior training or qualification in coaching

Learning Objectives
- Distinguishing between different leadership styles
- Learning about the benefits of the coaching style and when to use it
- Understanding the basic concept of coaching
- Identifying the values underlying good coaching practice
- Learning about coaching models for daily practice
- Planning and conducting coaching conversations
- Improving coaching practice through exercises and feedback
- Identifying development potential for further improvements of coaching effectiveness

Agenda

9.00 am – 10.15 am I. Introduction & II. The Concept of Coaching
- Purpose, Definition and Concept of Coaching
- Benefits of Coaching (and its Limits)
- Barriers to Coaching
- When and When not to Coach
- Understanding Reasons for Low Performance
- Self-Assessment: Leadership Style
- Coaching as Situational Leadership Style

Coffee Break: 10.15 am – 10.30

10.30 am – 12.00 am III. The GROW Model
- Understanding Reasons for Low Performance
- Coaching Techniques
- The GROW Coaching Model
- Exercises: Coaching Skill Exercises
- Asking More and Better Questions

Lunch Break: 12.00 pm – 13.00 pm

13.00 pm – 14.30 pm IV. The Five Core Coaching Competencies
- What Skills are needed to become a Great Coach?
- The Five Core Coaching Competencies
- Exercises: Coaching Practice Using Coaching Cards

Coffee Break: 14.30 pm – 14.45 pm

14.45 pm – 15.15 pm V. Coaching Session Structure
- The Seven Step Coaching Session Structure
- Exercise: Coaching Practice

15.15 pm – 16.45 pm VI. Developing Coaching Competencies
- Self-Assessment: Coaching Effectiveness Profile
- Six Tips for Coaching Success
- The Four-Step Process of Learning from Mistakes
- Achieving Behavioral Change through Coaching
- Exercise: Coaching Practice

16.45 pm - 17.00 pm VII. Summary and Feedback

The Trainer
Dr. Laurenz Awater, general manager and corporate trainer. Laurenz is a political economist and China expert whose China experience dates back to 1985 when he was foreign student at Beijing University. Laurenz is fluent in Chinese and works as trainer for intercultural management and leadership. His Ph.D. thesis on ‘China’s Political Economic History from 1949 to 1997’ is a standard reference book at German universities and received mentioning on ‘Wikipedia’ and on books on G8 summit policy, China’s WTO-integration and EU-Foreign Policy.
When working in German industry, Laurenz was involved in large infrastructure and construction projects in China. In 2003 he founded the Shanghai INNOVA Management Institute, a training company known for organizing high-level executive workshops for expat managers and for its leadership and management training programs. Since then the Shanghai INNOVA Management Institute has built up a client base of more than 200 MNCs, mainly larger and mid-sized concerns from Western Europe.

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