1. NLP Limited Coach Training
Coaching Essentials for Leaders and Managers with NLP
The coach training has been designed to provide you with the necessary coaching skills to be a brilliant manager and a top-notch leader. It include ICF Ethics Guidelines and Core Competencies (updated 2021).
Rajiv Sharma is a Highly Sought After ICF Professional Certified Coach.
Rajiv follows ICF Gold Standard including Ethics and Core Competencies (2021) to train participants. In addition you cover NLP tools and techniques for coaching. His sessions are highly effective as you begin to evolve your mindset, take desired actions, install new habits and acquire mastery.
We empower you to empower yourself.
You will love our coaching sessions and get results for:
The Workplace Coaching
- Coach employees who are aware of a performance problem or skill gap and who are motivated to address the situation.
- Don’t expect to solve a problem in a single coaching session. Coaching is an ongoing process.
- Coach informally “on-the-spot” as you overhear a conversation or observe a specific behavior that indicates a performance problem or skill gap.
- Offer to coach if you see a need—but first explain what you’ve observed and why you think coaching would be valuable.
- Don’t try to force coaching on someone who doesn’t want to improve or who isn’t aware that he or she has a performance problem.
- 6Avoid coaching if unproductive behavior is deeply rooted and occurs across a broad range of situations. Such problems don’t clear up with coaching.
- 7Find opportunities to strengthen your coaching skills. Regular practice improves a coach’s effectiveness.
- 8Create an atmosphere of trust. Trust makes coaching possible, and the act of coaching strengthens trust.
- 9Keep the coaching focused to one or two goals that will help the employee improve the performance or close a skill gap.
- 10Cultivate a comfortable setting during coaching sessions. Make sure you will not be interrupted. Set a positive tone, and communicate genuine support for the person’s development.
- 11Develop ground rules up front. For example, the discussions during a coaching session will remain confidential, and each party will agree to fulfill his or her commitments to the coaching process.
- 12Establish preferred work styles and a method of feedback up front. For instance, some people like to receive feedback in written form so they can process it at their own pace and refer to it during the coaching process. Others prefer to receive feedback in spoken form.
- 13Set mini-milestones to help your coachee build confidence and stay motivated.
- 14Be clear about who has promised what during the coaching process. To maintain accountability, periodically assess whether both parties have fulfilled their agreements and commitments.
- 15For large goals, such as acquiring a new skill, invite your coachee to create an action plan that lays out the coaching need, the goal, the steps the coachee will take to achieve the goal, ways of reviewing progress, and the role that the coach will play (for example, attending meetings to observe the coachee’s behavior).
Best Coaching by NLP Limited
Tips for Giving Feedback
- 1Give feedback as soon as possible after observing performance. Wait only if doing so is necessary to gather necessary information. On the other hand, if the behavior you’ve observed was particularly upsetting, consider waiting until you’ve calmed down before providing feedback.
- 2Don’t use feedback to underscore poor performance. Also, provide feedback on work that is done well—you’ll help your employee learn from what he or she did right.
- 3Focus feedback on behavior, not character or personality. Emphasizing behavior helps prevent the other person from feeling personally attacked.
- 4Avoid generalizations. Instead of saying, “You did a great job during the meeting,” offer feedback that is more specific, such as “The graphics in your presentation communicated the message.”
- 5Describe the other person’s behavior and its impact on projects and/or coworkers. You’ll help the person see why it’s important to address problem behavior.
- 6Focus feedback on factors that the other person can control. Feedback on factors that he or she cannot control is not constructive.
- 7Keep feedback focused on issues that your employees can rework or improve in the future.
- 8If a troubling behavior or action was a one-time event, consider letting it go.
- 9Be sincere. Give feedback with the clear intent of helping the person improve.
- 10Give feedback as often as necessary.
Tips for Receiving Feedback
Tips for Cultivating a Spirit of Partnership
- 1During coaching conversations or sessions, set your direct report at ease. Don’t let the person feel that he or she is being scrutinized.
- 2Ask the employee, “How do you think we are doing as a unit?” You’ll convey the important message that everyone has a part to play in the coaching process.
- 3Review the purpose of the coaching process and its positive benefits for both parties. This will psychologically prepare you and the employee for the process. It will also act as a “warm-up” for useful dialogue.
- 4Do whatever you can to avoid interruptions by phone calls and other intrusions. Taking a phone call during a coaching discussion sends the employee a nonverbal signal that the call has a higher priority, which is exactly the wrong signal.
Tips for Eliciting Responses from Uncommunicative Coachees
- 1Rehearse how you will respond if your coachee doesn’t provide thoughtful replies to your questions during coaching discussions or sessions.
- 2Practice speaking slowly and taking long pauses. You’ll give the other person time to formulate responses to your questions and ideas.
- 3Make it clear that you expect a reply—and are willing to wait for one.
- 4Ask open-ended questions—those requiring more than a “yes” or “no” response. They encourage more thoughtful replies than closed questions (requiring “yes” or “no”) do.