The course focuses on modeling and debriefing coaching conversations in a workplace context. Emphasis is on questions, feedback, and conversation structure.
Language of course:
English
Format of the event:
Video lectures
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Course overview
Description generated based on course syllabus and open data.
The materials focus on practical coaching conversations in common work scenarios. Case analyses highlight what tends to work well in a coaching talk and what needs adjustment.
Covered approaches include developmental coaching vs directive management, the effective feedback loop, questioning techniques (including the 5 Whys), and the Thought Model (circumstances, thoughts, feelings, actions, results).
Coaching conversations: who it fits and who coaching talks do not fit
Who coaching talks fit
- Team leads and project managers who develop people through inquiry and reflection.
- Leaders, HR, and mentors working with both mindset and skill set.
- New practitioners of coaching who need structured conversation examples.
Who coaching conversations do not fit
- Those seeking strict instructions without dialogue and questions.
- Those expecting immediate effects without practice.
- Situations requiring formal evaluation or disciplinary decisions instead of development.
Problem in coaching conversations → typical effects of applying approaches
- Problem: directive stance over dialogue. Effect: shift to developmental coaching via active listening and questions.
- Problem: vague feedback. Effect: use of a concrete feedback loop and aligned expectations.
- Problem: mixing mindset and skill set. Effect: separate workstreams with suitable tools for each.
- Problem: unstructured talk. Effect: clear stages: goal, clarification, questions, agreements.
Coaching conversations vs alternatives
- Directive management: fast instructions but lower engagement; coaching emphasizes thinking and ownership.
- Mentoring: experience transfer; coaching elicits one’s own solutions through inquiry.
- Training: provides knowledge; coaching conversations support in-context application.
- Performance review: formal assessment; coaching offers regular short dialogues for progress.
Coaching conversations: learning outcomes covered
- Differences between developmental coaching and a directive style.
- Applying the feedback loop during a conversation.
- Practicing questions and the 5 Whys technique for root-cause clarity.
- Using the Thought Model to structure thinking: circumstances, thoughts, feelings, actions, results.
- Conversation scaffolding: preparation, goal alignment, focus questions, summaries, and next steps.
Course Description
By the end of this course, you will be able to demonstrate appropriate and effective strategies when engaging in coaching conversations with those that you lead. By exploring and analyzing common coaching scenarios that are acted out in this course, you will have a great sense of what works well and not so well during such a conversation.
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