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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To enable participants to be able to define coaching and its purpose.
• To explain the key differences between coaching and mentoring.
• To enable participants to describe a basic coaching model.
• To identify the core skills required by effective coaches.
About
Time:
This exercise will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To enable participants to be able to define coaching and its purpose.
• To explain the key differences between coaching and mentoring.
• To enable participants to describe a basic coaching model.
• To identify the core skills required by effective coaches.
Group Size:
This module is suitable for use with groups of up to 24 participants.
Useful For:
Staff at all levels.
You'll Need:
• Plenty of space for participants to work in pairs for this module.
Notes:
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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This is a great introduction to coaching which I used for a group of 6 managers from different parts of the business recently. It opened their eyes to the differences between coaching and mentoring in particular. Whilst practicing during the two days we spent together, the GROW model helped the managers to get in to the right flow. Thanks team - yet another great tool!
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Lottie Skuthe-Cook
rated this item with 5 stars.
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This module was a great introduction to coaching and the group of managers whom I was working with found it extremely valuable. The exercises challenged them all however they found them useful and interesting and extremely valuable to be able to practice new techniques in a controlled and safe environment. The GROW model is simple and effective and the managers all felt this is a model they could take back to the office and use effectively with their team members; after a little practice! Thank you Glasstap.
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Jayne Dark
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To explore the differences between bullying behaviour and that of firm management.
• To understand the impact of organisational culture and norms on managers' behaviour.
About
Time:
This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To explore the differences between bullying behaviour and that of firm management.
• To understand the impact of organisational culture and norms on managers' behaviour.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and team leaders.
You'll Need:
Nothing other than the materials provided.
Notes:
Different countries have different definitions of workplace bullying. You will find it helpful to check for yourself the current definition and any legislation or best practice guidelines applicable to your country and to have these available to share with your participants.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I've used this exercise for internal (same org) groups and mixed org and variable experience groups too.
It relies on the groups to have clear views and constructive discussion, which in some cases need nurturing and encouragement, however it does create a clear structure for the trainer to use as discussion points and lead anyone struggling.
It is particularly useful for reviewing cultural norms and expectations and for exploring the difficulty of the 'grey areas' which in some cases have led to heated (and valuable!) discussions around acceptable behaviours. it's often easier to spot the negative than the positive - and is helpful for learning from others' good techniques.
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Helen Ettridge
rated this item with 4 stars.
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Have used this repeatedly with different levels of managers, and found most of them relieved that it’s OK to be a firm manager sometimes. As the worksheet says, some examples are obvious, but the themes like ‘people knowing where they stand’ were good to discuss. I extended it a bit by asking people to generate and/or review their own case study examples (anonymised first).
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Nicky McCrudden
rated this item with 3 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To build an understanding of the characteristics and differences between constructive feedback, praise and criticism.
• To explain the importance of constructive feedback.
• To build awareness of "good practice" guidelines for providing constructive feedback.
About
Time:
The exercises in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module. Aims:
• To build an understanding of the characteristics and differences between constructive feedback, praise and criticism.
• To explain the importance of constructive feedback.
• To build awareness of "good practice" guidelines for providing constructive feedback. Group Size:
This module is suitable for use with groups of up to 15 participants. Useful For:
Supervisors and first time managers. You'll Need:
Nothing other than the materials provided.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Loved the true and false bit at the beginning with statements about feedback. Really got the managers thinking to begin with. Then going in to specific language used to give feedback was really useful and gave managers specific tips to take away and practice in their work. The practice element was really useful especially for inexpereinced team leaders. Would definitely use this again!
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Anjana Rajani
rated this item with 5 stars.
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Used this exercise with a group of managers, who were quiet senior but not accustomed to managing others. They found the initial true or false quiz a little too ‘obvious’ (although that might be because of the seniority of the group). However, the section on developing good practice guidelines worked well – especially as it was an in-house course. It certainly revealed a lot about the culture of feedback in the organisation. (So in that respect could be useful as an assessment tool when working with organisations over a time period).
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Nicky McCrudden
rated this item with 3 stars.
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We frequently use the material provided about 'Feedback' asking our group members to complete the true false quiz sheet. This provides a good starting point for discussions about 'what feedback is'. We find the four areas to consider when giving feedback helpful for our learners as it gives them a framework to work within.
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Jean Arnold
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Time:
In total we estimate this exercise will take 65 minutes.
Aims:
• To provide participants with a way of understanding behaviour and improving communication.
• To provide a very basic introduction to transactional analysis.
About
Time:
The exercises in this module will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 65 minutes to complete this module.
Aims:
• To provide participants with a way of understanding behaviour and improving communication.
• To provide a very basic introduction to transactional analysis.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
Staff up to junior managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module is intended to provide a very simple introduction to transactional analysis, a theory developed by Eric Berne in the 1950s. If you are not familiar with transactional analysis you will need to read through all the notes carefully plus the additional material in the handout. Go through the exercises on your own first so that you can see the rationale. If you have time, try to observe the different types "in play" in your own interactions with people.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Great simple introduction to Transnational Analysis, helping individuals see what their dominant ego state may be and how they communicate may influence a particular response. I have used this for an introduction to management, communication skills and assertiveness courses. I also have two sets of three circles laminated and place them on the floor to get some movement through the ego states - gets people thinking about where they are communicating from and therefore what invitation they are giving others. Simple yet powerful!
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Anjana Rajani
rated this item with 5 stars.
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Straight forward introduction to TA that you can pick up and
run with. The check for
understanding exercise is good as people can ‘see’ TA in action. And the
dominant states exercise was good.
Personally I added a little bit about the functional model
as I find it helps people get their minds around the positive and negative
parent and child states. But that
was easy to add into this activity.
The complementary or crossed communications exercise was helpful, and again
to make it a little more practical I gave them discs and sticks and got them to map out the transactions to
help their thinking process with each example. Found this worked well.
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Nicky McCrudden
rated this item with 4 stars.
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I used this material in a coaching workshop for managers. The exercise was used in the context of giving effective feedback and what problems may occur when our communication style is crossed rather than parallel to the person we’re working with. It is structured such that the topic of transactional analysis is very easy to understand and everyone was able to identify with the states of being an Adult, Child or Parent. It begins with an exercise to consider what your reactions would be in five situations - which you later come back to and label the state in which you responded – many people were surprised that many of their immediate reactions were very much in a Child state! I followed this exercise with a coaching role-play, where the manager had to give feedback to an ‘employee’ about his/her performance which helped the participants to use a more appropriate state when giving feedback.
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Previous Member
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Time:
In total we estimate this exercise will take 45 minutes.
Aims:
• To explore the benefits of different approaches to developing others.
• To help participants choose the most appropriate approach for developing others in a given situation.
About
Time:
The exercises in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 45 minutes to complete this module.
Aims:
• To explore the benefits of different approaches to developing others.
• To help participants choose the most appropriate approach for developing others in a given situation.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Team Leaders, supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module is suitable for anyone who has responsibility for developing others in the workplace: Team leaders, supervisors or managers. It is a useful addition to coaching skills courses and can help participants understand when a coaching approach might be appropriate and when it might not be.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Great short exercise to help leaders to manage their approach to various members of their team. I used it as part of a 2 day course on Coaching in the Workplace most recently.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Great simple explanation and activity that helps managers to assess which technique of development to use in different situations with different individuals in their team. Simple and effective way of getting managers to reflect on their own team using generic scenarios. Great introduction to Coaching skills for managers course or team development.
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Anjana Rajani
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To enable participants to be able to define mentoring and its purpose.
• To explain the key differences between coaching and mentoring.
• To identify the benefits of effective mentoring to organisations, mentors and protégés.
About
Time:
The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims:
• To enable participants to be able to define mentoring and its purpose.
• To explain the key differences between coaching and mentoring.
• To identify the benefits of effective mentoring to organisations, mentors and protégés.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Anyone who wants to be a mentor and also those who are looking to use a mentor, but want to know more about the mentoring process.
You'll Need:
Nothing other than the materials provided.
Notes:
For the first part of the exercise you will need to pre-prepared a flip chart for each team.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 120 minutes.
Aims:
• To enable participants to define the 3 stages of the mentor-protégé relationship.
• To enable mentors and protégés to have clarity about their roles and responsibilities.
• To provide guidelines and templates for managing the relationship.
About
Time:
The exercise in this module can be completed in about 75 minutes. In total, allowing for discussion, we recommend allowing about 120 minutes for this module.
Aims:
• To enable participants to define the 3 stages of the mentor-protégé relationship.
• To enable mentors and protégés to have clarity about their roles and responsibilities.
• To provide guidelines and templates for managing the relationship.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Both mentors and protégés at any level.
You'll Need:
Nothing other than the materials provided.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 90 minutes.
Aims:
• To recognise the key skills required of a mentor.
• To assess current skill levels.
• To identify key strengths and areas for development.
• To provide a structure for mentoring meetings.
About
Time:
The exercise in this module can be completed in about 60 minutes. In total, allowing for discussion, we recommend allowing about 90 minutes for this module.
Aims:
• To recognise the key skills required of a mentor.
• To assess current skill levels.
• To identify key strengths and areas for development.
• To provide a structure for mentoring meetings.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Staff at all levels who want to become a mentor.
You'll Need:
Nothing other than the materials provided.
Notes:
Some of the skills discussed may need further and more specific development e.g. feedback and coaching. Trainers’ Library has a range of materials to support this development.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 90 minutes.
Aims:
• To help participants understand how to identify the right mentor.
• To enable participants to develop goals and aims for the mentoring relationship.
• To provide guidance for successful first meetings.
About
Time:
The exercise in this module can be completed in about 50 minutes. In total, allowing for discussion, we recommend allowing about 90 minutes for this module.
Aims:
• To help participants understand how to identify the right mentor.
• To enable participants to develop goals and aims for the mentoring relationship.
• To provide guidance for successful first meetings.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Staff at all levels who want to build a good relationship with a mentor.
You'll Need:
Nothing other than the materials provided.
Notes:
It would be helpful if participants have completed the modules Mentoring 1 - What is Mentoring? and Mentoring 2 - The Mentor–Protégé Relationship.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To consider the pitfalls and dangers of giving advice when helping staff solve their own problems.
• To consider the dangers of making judgements or assumptions about the nature of someone else's problem.
About
Time:
The exercise in this module will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims:
• To consider the pitfalls and dangers of giving advice when helping staff solve their own problems.
• To consider the dangers of making judgements or assumptions about the nature of someone else's problem.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Managers and team leaders.
You'll Need:
Nothing other than the materials provided.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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This exercise is great way to highlight the importance of making sure your own biases doesn't get in the way during coaching.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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This is a good way of discussing some of the pitfalls of well-intentioned 'helping' behaviours. It is a very interesting exercise as it highlights things that seem innocuous, but can undermine the processes. I have used it as part of an introduction to coaching or action learning sets, as a intermediate step before setting them off coaching each other. It allows the managers to see that there are a range of responses, some bad enough to get a laugh, which presented in the right way takes the pressure off them before practical work.
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Helen Walker
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To encourage participants to consider the art of feedback and to ensure their feedback is appropriate and objective.
• To enable participants to identify useful, helpful, constructive feedback.
• To clarify what makes useful, constructive feedback.
• To develop participants ability to give constructive feedback.
• To consider how it feels to be on the receiving end of destructive or unhelpful feedback.
About
Time:
The exercise in this module can be completed within 30 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.
Aims:
• To encourage participants to consider the art of feedback and to ensure their feedback is appropriate and objective.
• To enable participants to identify useful, helpful, constructive feedback.
• To clarify what makes useful, constructive feedback.
• To develop participants ability to give constructive feedback.
• To consider how it feels to be on the receiving end of destructive or unhelpful feedback.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
The suggested time for this module is based on the assumption that pre-work has covered the essential elements of positive feedback. The activity is designed to help participants improve their ability to offer feedback in a way that is constructive and helpful and leads to positive performance. It works particularly well following the Introduction to Feedback
module in Trainers’ Library.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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This activity is very useful in my 'Being the manager' training course. I use it during the section relating to manageing your staff's performance. Managers often dislike having to give feedback that may not be what the employee wants to hear, however this activity gives our new managers a starting point in giving constructive feedback, taking into account emotional intelligence and empathy. A great training module.
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Tracy Windross
rated this item with 5 stars.
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I have recently used this exercise as part of an in-house Mentoring Skills session for those staff who, in particular, mentor new employees. It is very straightforward to run and really challenges people on being specific about what someone has done (good or bad). I found I did need to emphasise the point about the participants putting their own context on the feedback statements – telling them to think about situations in their departments really helped. When reading out the suggested alternatives statements, I asked the participants to say it to me as if I was the person getting that feedback in real life. It’s more of a stretch for the members of the group in that way – and they have to work on their eye contact and sincerity too!
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Previous Member
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I use this exercise both in management development courses and as a part of personal effectiveness courses. I find it very helpful to give some forms of words that help them think about structuring better feedback as well as some less good, but more common (and less effective) examples of feedback that they can improve. Asking them to do that in groups enables them to feedback with more confidence and provides us with a variety of responses, I tend to give them the first couple to do one at time and feedback after each one in order that they hear a variety of responses that improve the quality of their later suggestions. I follow this up with asking them to script a piece of feedback they want to give to a member of their team, with an opportunity to try it out and ask for feedback.
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Helen Walker
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To welcome participants to the course.
• To introduce the facilitator and participants to each other.
• To discover the participants needs.
• To encourage interaction and discussion.
• To practise writing SMART objectives.
About
Time:
The exercises in this module will take about 40 minutes to complete. In total, allowing for discussion, we recommend allowing 50-60 minutes to complete this module.
Aims:
• To welcome participants to the course.
• To introduce the facilitator and participants to each other.
• To discover the participants needs.
• To encourage interaction and discussion.
• To practise writing SMART objectives.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
Supervisors and above.
You'll Need:
Nothing other than the materials provided.
Notes:
This module provides a long introduction to courses, but is particularly useful where the concept of SMART objectives is important to the training being delivered. It provides an ideal introduction to performance management training for example.
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I used this in a recent time management session and found it was the one area of the session that didn't excite. Most understood it therefore felt I was going over old ground. Not one of the more inspiring or creative sessions.
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Previous Member
rated this item with 3 stars.
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I used this session with a mixed experienced group of managers all from the same company. Surprisingly at the beginning of the session 8 out of 10 said they were familiar with setting SMART goals however at the end they all commented that they didn't really appreciated the value and had not been setting SMART goals or objectives. The exercise really got them thinking and although they found it challenging it made the points quickly.
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Jayne Dark
rated this item with 4 stars.
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We had an issue in that staff had been asked to ‘coach’ using SMART rather than a specific coaching model such as e.g. GROW. In practice they did neither, as they were not familiar with what SMART actually meant (broken down) and then HOW to make SMART work for them. I wanted to emphasise and familiarise people with what SMART actually is and how to use it appropriately. The module clearly outlines in some detail what the ‘specifics’ of SMART are, more importantly it offers a very clear exercise with numerous examples to reinforce the process. This was actually sufficient but I used the fact that was promoted ‘Specific works better in a financial situation’ to ensure two things happened – firstly that they could ensure that their ‘specific’ objective was in fact a realistic, tangible and measurable outcome. This made a huge difference to their choice of ‘specific’. The second result from this realisation which you can then reinforce is, that they actually then use SMART in support of a realistic business coaching outcome. Satisfying both the learning outcomes with which I was challenged at the very outset.
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Previous Member
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To demonstrate how our own beliefs, values and past experiences affect how we perceive people and situations.
• To raise awareness of how often unconscious bias impacts upon our perceptions of others.
• To understand the impact of unconscious bias on our interactions with others and the decisions we take.
About
Time:
The exercise in this module can be completed in about 10 minutes. In total, allowing for discussion, we recommend allowing about 40 minutes for this module.
Aims:
• To demonstrate how our own beliefs, values and past experiences affect how we perceive people and situations.
• To raise awareness of how often unconscious bias impacts upon our perceptions of others.
• To understand the impact of unconscious bias on our interactions with others and the decisions we take.
Group Size:
This module can be used with groups of almost any size.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
If using this exercise with very large groups, place participants into pairs. Unconscious bias can apply to a range of topics and can be included in training on Recruitment, Equal Opportunities, Customer Service and Performance Management, etc.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this exercise recently as part of an online recruitment workshop, to highlight how unconscious bias affects how we do things. The delegates were really shocked when I showed them the images, particularly all but one delegate had chosen the same one, despite it being a really multi-cultural group.
The discussion that followed was brilliant, really getting everyone to think about why they had made the assumptions they had, and it fed really well into talking about selection for interview from c.v.s.
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Louise Holloway
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 70 minutes.
Aims:
• To help first time managers to recognise and discuss some of the things that they need to do to build awareness of the team and monitor its performance.
• To help first time managers understand the importance of spotting potential problems quickly and taking appropriate action to help the team overcome these.
About
Time:
The exercise in this module can be completed in about 50 minutes. In total, allowing for discussion, we recommend allowing at least 70 minutes for this module.
Aims:
• To help first time managers to recognise and discuss some of the things that they need to do to build awareness of the team and monitor its performance.
• To help first time managers understand the importance of spotting potential problems quickly and taking appropriate action to help the team overcome these.
Group Size:
This module is suitable for use with groups of up to about 18.
Useful For:
Teams, work groups and/or their leaders (especially first time managers) who wish to understand the elements of monitoring a team.
You'll Need:
Nothing other than the materials provided.
Notes:
This module can be usefully followed by any of the First Time Manager modules. It can also be a useful inclusion in any training intervention around coaching teams.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this material as part of a management course about building an effective team. I included this as the introductory activity to get managers thinking about what role they play within a team. I was slightly worried some managers wouldn't buy-into an activity about farming but it actually worked very well and drew out some key learning points.
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Roxanne Moran
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 180 minutes.
Aims:
• To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches.
• To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards.
• To consider the implications of not taking action to improve poor performance.
About
Time:
This exercise will take about 80 minutes to complete. In total, allowing for discussion, we recommend allowing 180 minutes to complete this module. Aims:
• To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches.
• To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards.
• To consider the implications of not taking action to improve poor performance. Group Size:
This module is suitable for use with groups of up to 15 participants. Useful For:
Managers, or those who soon will be. You'll Need:
Nothing other than the materials provided. Notes:
There are two different versions of the team brief for this exercise. For junior managers we recommend using version 1, which contains a list of actions that the managers could consider when dealing with the issues of poor performance. For more experienced managers, we recommend using version 2, which does not provide any clues about the type of action they could take and encourages them to come up with their own solutions. This module is ideally suited for inclusion in training around managing change. You can reduce the amount of time needed for this module by approximately 30 minutes by not requesting a formal presentation and simply asking each team instead to talk through its proposed actions. Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Used this in a Leadership Development programme, following on from the Hungry Chick Inn Exercise. Modified it slightly so that rather than brainstorming performance solutions, we looked at performance conversations. Different members of the HR team took on the roles of the Chef, Receptionist and Head of Cleaning, and groups of 3 took turns in coaching each of them. Went down really well, and was great for practice and feedback.
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Jane Butler
rated this item with 5 stars.
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I felt moved to write a review on this exercise after running it yet again, very successfully yesterday. A full day of training on performance management can be challenging for those who are new to line management or are lacking in confidence in dealing with under performance; however as a post-lunch exercise this gives everyone the chance to test out their views safely in small groups, as well as getting everyone back into the subject in a practical and engaging way. I have used the exercise both by giving out and by not giving out the possible solutions at the beginning. My experience is that even the most junior managers come up with a number of actions unprompted and so I would generally not give the the extra information. However I would recommend this if you are short of time, as the discussions are much shorter and the exercise could be completed in around 30 -40 minutes.
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Paula Cook
rated this item with 5 stars.
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I ran this exercise as part of a performance management course. It's a good exercise to use after the lunch break as it gives the learners a practical situation outside their comfort zone (unless you work in hospitality) to be able to apply the theory and discussions from the morning session surrounding the performance management cycle. It's also a good way to identify any further issues that may need revisiting or require further clarity before the end of the day.
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Nick Lennon-Barrett
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This activity has been used as part of a Change Management course to clarify their learning. The activity makes them think about the problems at the Hungry Chick and what changes they would make. As there are employees involved it makes them think about how their decision would be made and how they would communicate any changes to their employee’s. I ran this with three different groups but they all came up with similar solutions to the issues.
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Time:
In total we estimate this exercise will take 130 minutes.
Aims:
• To help participants prepare for and conduct conversations they find difficult.
About
Time:
The exercises in this module can be completed in about 80 minutes. In total, allowing for discussion, we recommend allowing about 130 minutes for this module.
Aims:
• To help participants prepare for and conduct conversations they find difficult.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
This module helps participants to understand what makes difficult conversations ‘difficult’ and encourages them to think about how they approach such conversations.
Remote/Virtual Delivery:
Due to the length of this module, we’ve broken it down into a series of activities for Remote Delivery – Difficult Conversations 1-4.
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This really is excellent and works really well. Paricipants particulary value the handout to use as a checklist.
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Clare Bell
rated this item with 5 stars.
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I used this at a recent workshop and the template was so useful. I gave this as the last exercise and it helped people pull together what they had learnt from other activities and then work together to reflect or plan a difficult conversation
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Nicola Richardson
rated this item with 5 stars.
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I really like this activity it provokes alot of thinking in terms of managing the conversation and the handouts are really thorough, detailed and well laid out. They are great for managers to refer to when planning to have difficult conversations. I have had some great sessions and can be used with very small groups as well as larger ones.
5 stars
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Anjana Rajani
rated this item with 5 stars.
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I recently used this module for a group of managers to get them to start thinking about how to prepare and conduct those difficult conversations. I felt that each section was well structured with good interactive exercises. It really got a some great discussions going across the group to the point that we refined the examples provided on the slides! I can heartily recommend this but would add in a caveat that the handouts need to be intorduced as guidleines and not as a 'to do' list!
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Carolyn Pickin
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To enable participants to understand what workplace coaching is.
• To agree a shared definition of workplace coaching.
• To explain the key differences between coaching and mentoring.
About
Time:
This exercise will take about 25 minutes to complete. In total, allowing for discussion, we recommend allowing 50 minutes to complete this module.
Aims:
• To enable participants to understand what workplace coaching is.
• To agree a shared definition of workplace coaching.
• To explain the key differences between coaching and mentoring.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
Coaching has a long history going right back to Socrates, who believed that individuals learn best when they have ownership of a situation and take some form of personal responsibility for the outcome that is produced. In more recent times, coaching has played a crucial and effective role in sports, including tennis and football. However, the potential for coaching as a professional and organisational development approach has only really been recognised in the last decade. Tim Gallwey was perhaps the first to document this movement of coaching from the sporting arena to business, presenting a method of coaching which could be readily applied to almost any situation. His innovative work has been very influential and underpins current approaches to coaching.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To identify the core skills required by effective coaches.
• To enable participants to describe the GROW coaching model.
About
Time:
This exercise will take about 25 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To identify the core skills required by effective coaches.
• To enable participants to describe the GROW coaching model.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers
You'll Need:
Nothing other than the materials provided.
Notes:
This is one of a series of modules that provide an in-depth introduction to workplace coaching. We recommend using these modules together. Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To provide an opportunity for participants to practise their coaching skills.
• To provide an opportunity for participants to practise using the GROW model.
• To provide an opportunity for participants to practise questioning, listening and summarising.
About
Time:
This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims:
• To provide an opportunity for participants to practise their coaching skills.
• To provide an opportunity for participants to practise using the GROW model.
• To provide an opportunity for participants to practise questioning, listening and summarising.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
• A room with sufficient space for participants to work in pairs and hold a coaching conversation.
• Copies of the coach and coachee briefings - one of each for each participant.
Notes:
This is one of a series of modules that provide an in-depth introduction to Workplace Coaching. We recommend these modules together. If you have not already run the module called Workplace Coaching - The How, you will need to give participants the handout before running the exercise and explain the GROW model/process to them. If you need more information on this, please refer to "Workplace Coaching - The How".
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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I found this particular module a great benefit to those colleagues that attended some Coaching training, it gave them great examples and details to be able to create a coaching plan for the role play/skills practice.
The briefs were very detailed for both the coach and coachee which enabled and allowed the session to be very realistic when it came to the role play/skills practice and in a safe environment.
The amount of detail/information provided in the training notes was fantastic, all round a great addition to our coaching training for colleagues.
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Ian Stockley
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To provide an opportunity for participants to think about how they'll use the GROW model back in the workplace.
• To encourage participants to think about the questions they'll use to facilitate use of the GROW model.
• To review the GROW model.
• To review key learning points about workplace coaching.
About
Time:
The exercise in this module will take about 15 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims:
• To provide an opportunity for participants to think about how they'll use the GROW model back in the workplace.
• To encourage participants to think about the questions they'll use to facilitate use of the GROW model.
• To review the GROW model.
• To review key learning points about workplace coaching.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
Participants will need to be very familiar with the GROW coaching model before participating in this exercise. They should also have a sound understanding of when coaching is appropriate and when it is not. (Workplace Coaching 3 or Learning - Push or Pull? are both great options to do this).
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 35 minutes.
Aims:
• To explain the importance of keeping a record of coaching sessions that is both helpful to the coach and the person being coached.
• To introduce a simple plan that participants might like to use in their coaching sessions.
About
Time:
The exercise in this module will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 35 minutes to complete this module.
Aims:
• To explain the importance of keeping a record of coaching sessions that is both helpful to the coach and the person being coached.
• To introduce a simple plan that participants might like to use in their coaching sessions.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module provides a simple plan for recording the key elements of a coaching session, which can be easily replaced by an organisation’s existing format, if required. A slightly tweaked version of Patsy’s Pie Making Challenge would be a great precursor to this module, because it’s a really fun way to emphasise the importance of note taking to aid our recollection of conversations. To find out how to do this get in touch via email or send us a Design Coach request and we can explain what you’ll need to do.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To remind participants of some of the key learning points about workplace coaching.
• To provide a fun but thorough review of learning.
About
Time:
The exercise in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims:
• To remind participants of some of the key learning points about workplace coaching.
• To provide a fun but thorough review of learning.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
A useful and fun conclusion to any training around workplace coaching.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important and this concludes the step by step process in a simple, yet effective way.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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