Coaching is a critical competency for modern managers, and a skill that all levels of management need to develop and deploy. In today's world, the traditional command and control style of leadership is no longer viable. It's an absolute necessity for managers to provide support and guidance, in addition to providing directives and assigning tasks. In this series, we're going to teach you how to incorporate the "leader as a coach" mindset into your leadership or management style. You'll learn about several different coaching skills models that are used for specific coaching situations, and how to use them to raise your game as a leader. In this first program, we'll go over the difference between coaching and managing.

The GROW model is one of the most recognized and influential coaching models in use today. Its relative simplicity and logic make it easy to understand and use, rendering it a favorite among executive coaches and managers. The GROW model's four-step approach is used to help teams and employees improve performance, solve problems, make better decisions, learn new skills, and reach career goals. In this course, we'll teach you how to put this coaching model into action with your own team.

The OSCAR model of coaching builds upon, and enhances, the popular GROW model. This solution-oriented coaching method encourages employees to take the lead in their own development, with the full support and encouragement of their coach. In this course, we'll go over the five steps of the OSCAR model, which helps managers increase and improve employee performance and professional efficiency.

According to Gallup, 52% of employees who've left their jobs say their manager or organization could've done something to prevent them from leaving. If you're a manager, and you oversee employees that you wish to keep, then this course is for you. Here, we'll talk about what you need to do to keep your employees fulfilled and engaged at work, so they want to stay. We'll talk about the importance of keeping your ear to the ground. We'll explore ways to inspire your team. We'll cover perks that you can offer, and the importance of establishing each individual's growth plan within your company. Lastly, we'll go over high-potential employees, or HiPos, and how to manage these people effectively.

The CLEAR model is designed to help individuals achieve transformational change based on new values, behaviors, or convictions, as opposed to simply helping them achieve a goal. Just like many other coaching models, CLEAR is an acronym that's used to define the five stages of the process. The stages include contracting, listening, exploring, action, and review. In this program, we'll look at each of these stages, and discuss how to employ this process to drive tangible change.

Building inclusive teams, where everyone feels heard, boosts productivity and profitability. As a matter of fact, 74% of employees report that they're more effective at their job when they feel like they have a voice. It's obviously beneficial to ensure that your team feels heard, so in this course, we'll talk about how to do that. We'll go over ways to generate employee engagement and discuss how to encourage open communication. We'll also talk about getting feedback from your team, go over the importance of transparency, and cover ways to reward good ideas.

The ACHIEVE model is a logical extension of the popular GROW model. It's a systematic seven-step framework for coaching that includes added flexibility and feedback-reactivity, as compared with GROW. In this course, we'll walk viewers through the seven-step process of ACHIEVE.

The STEPPPA Model of coaching was developed in 2003 and is based on the fact that behaviors are driven by emotion, which means that action is motivated by emotional commitment. The intent of this technique is to repurpose the emotions of a problem or situation, to lead the way for creating new objectives, outcomes, and paths to success. In this program, we'll walk through each step of STEPPPA.

Conflicts can arise in the workplace anywhere, and at any time. As a manager, it's helpful to try and diffuse the situation before things get out of hand, and HR needs to get involved. In this course, we'll talk about how to mediate employee conflict. We'll define what mediation is, giving you tips on how to mediate effectively, and in a way that's helpful to both parties. We'll also take viewers through the six steps of successful mediation.

Problem solving: the art of identifying an issue and coming up with a solution. The "identifying an issue" part is easy. Often, problems just land in our laps. The more difficult piece is knowing there's an issue, simple or complex, and developing a way to either fix the problem or work around it. In this course, we'll talk about how to develop your team's ability to problem solve. We'll talk about why problem solving is important and how having that skill is beneficial to any workplace.

The CIGAR model of coaching is unlike other solutions-focused models, and instead uses a gap analysis approach. This method focuses on the individual's current reality or situation versus possible scenarios. In this course, we'll take viewers through the five steps of the straightforward and easy-to-use CIGAR model.

When we talk about doing more with less, it usually means you have less time, less money, or fewer tools and employees. Maybe your organization decided to downsize or restructure, and you've found yourself lacking the resources you once had. Or maybe your business is growing, and you need to find ways to make the most of what you have. Whatever the case, doing more with less is never easy. In this program, we'll talk about how to work smarter, not harder. This includes focusing on the strengths of your team and reprioritizing your goals. We'll also go over the importance of having clear communication, analyzing goals, and planning for the future.

The FUEL model of coaching is particularly effective for specific skill development, career planning discussions, tough performance feedback, a performance issue that's related to a relationship, or a task problem. This model consists of four elements, and that's what we'll discuss in this course.

The essential aspect of the STRIDE model is that it focuses on the strengths of the individual being coached, so that the whole process becomes a positive experience. It's a simple and sequential model designed to enable individuals to resolve their own problems and to enhance performance. In this program, we'll take a look at the six steps of the STRIDE model and go over how to effectively put it to use.

In this series of courses, we walked viewers through eight different coaching models and talked about the importance of incorporating coaching skills into your management style. Each model follows the same basic sequence, but how do you know which model works best for you and your team? That's what we'll go over in this last program on The Leader as a Coach.

Do you have any employees with bad attitudes? It's likely that you do. These people can be found in most workplaces. The question is, "how do you fix it?" You can't. A bad attitude is typically a symptom of something else going on. That's what you need to get to the bottom of, and that's what this course is all about. We'll discuss how to identify bad behaviors, how to address those behaviors, and how to coach these people in order to get a more positive, productive mindset.

When you inherit team members, you're inheriting employees as they are, which is not trained by you. Some of them might be great as they are, some might quickly adapt to your expectations, and then there might be others who are underperforming. This can be a tricky situation, so in this course, we'll discuss how to work with underperformers. We'll talk about what you should and shouldn't do as you get to know this person, and as they get to know you and your expectations. We'll also review the Can-Do, Will-Do grid, which is a great way to motivate employees and get them to peak performance. Lastly, we'll cover setting clear expectations and goals, and go over proper documentation and discipline if things don't improve.

Documenting your employees' performance is always important. It helps to create a history of critical events and decisions that happen during the lifecycle of the employee. Proper employee documentation is also necessary and critical in litigation and other proceedings such as unemployment hearings, grievances, arbitrations, EEO complaints, or information requests. These documents are often seen as credible by a judge or arbitrator. Good documentation may deter costly and risky legal action and reduce your exposure as a leader. In this course, we'll talk through some of the do's and don'ts of proper documentation.

Documenting your employees' performance is always important. It helps to create a history of critical events and decisions that happen during the lifecycle of the employee. Proper employee documentation is also necessary and critical in litigation and other proceedings such as unemployment hearings, grievances, arbitrations, EEO complaints, or information requests. These documents are often seen as credible by a judge or arbitrator. Good documentation may deter costly and risky legal action and reduce your exposure as a leader. In this Documenting Performance: Legal Issues of Documenting Performance Course, we'll talk through some of the do's and don'ts of proper documentation.

Creating good documentation of your interactions with your team should not be seen as an extra chore. It should be an easy way to create a record of the interactions you have with them. By using some simple tricks, technology, and templates, you can have all the things you need as a leader to promote, coach, or terminate a member of your team. We'll discuss keeping handwritten and electronic records and the most efficient ways to store them. We'll also go over how to organize your notes for each employee and how to use keywords and dates for quick retrieval.

As a manager, it's only human to have employees who you like more than others. But there are ways to handle this tendency toward favoritism in an ethical way. Likewise, you might feel inclined to hire someone you already know, or even someone you're related to. How would you do this without falling into the trap of nepotism? In this program, we'll talk about how to navigate the waters of favoritism and nepotism as a manager. We'll define these terms and discuss some examples in the workplace. We'll go over why favoritism and nepotism can be problematic, how you can change or avoid these scenarios, and how to manage your team in a fair and balanced way.

Conflicts of interest can create ethical problems within a workplace. These can include issues with employees, managers, customers, vendors, competitors, and so forth. In this course, we'll take a look at what exactly qualifies as a conflict of interest. We'll go over some common scenarios where these conflicts may arise and talk about how to avoid them in the first place. We'll address disclosing conflicts of interest and why it's important to do so. Lastly, we'll talk about what to do when a conflict of interest occurs and how to properly handle it.

As a manager, you'll be privy to more information than the average employee. Maintaining confidentiality is essential for preserving trust and protecting company information. How do you keep that information private? When do you need to break confidentiality and share information with HR or the authorities? In this course, we'll answer those questions and discuss the importance of confidentiality. We'll talk about the types of private information you may need to protect and how to keep it secure. We'll also talk about instances that may require you to share confidential information and the best way to do so.

Office romances happen. In fact, they're probably much more common than you think, which is why most companies have policies on them. In this program, we'll discuss how to manage romantic relationships among your employees. We'll talk about understanding and communicating your policies, including relationships between different levels or within the same department. We'll also discuss the fine line between flirting and sexual harassment. We'll go over the importance of disclosing these relationships, setting workplace boundaries, and dealing with the fallout of an office romance breakup.

Congratulations! You're the supervisor, now! But, what if you're the supervisor of your former coworkers? Now you must change your role. Watch this course for advice.

As a manager, you may sometimes be disappointed with the output and effort your staff gives. Maybe you blame this on your company's leadership, or you fault the employees themselves for not being motivated enough. But do you know where the responsibility really lies? With you, their manager! Most likely, if your employees are giving a low effort, it's because YOU didn't set high expectations for their work and output. In this course, we'll discuss how to properly set expectations for high productivity. We'll go over the psychology behind why these tips are so effective. We'll also talk about the importance of SMART goals, clear communication, and healthy recognition.

Here are eight steps to running an effective one on one meeting.

Here are eight steps to running an effective team meeting.

"Be open-minded." "No idea is a bad idea." "Just say what comes to mind." You've probably heard that before when brainstorming, right? Well, forget all that. You might be surprised to learn that the way we typically brainstorm isn't the most effective. The usual format often leaves the best ideas unsaid, or worse, not even thought of. In this course, we'll talk about why our usual brainstorming sessions need a major overhaul, and what you should be doing to generate far better, and far more, ideas. We'll discuss group versus individual brainstorming, the specific confines that you should have brainstormers stay within, and the importance of defending ideas.

Throwing out ideas and seeing what sticks is one way to brainstorm, but it's certainly not the most effective. There are various ways to generate great ideas, and, in this course, we'll discuss the SCAMPER method. SCAMPER is an acronym that can help take brainstorming to a more creative and in-depth level. The goal is not to come up with a brand-new idea, but to improve an existing product, service, process, or idea. Here, we'll talk about the SCAMPER brainstorming process and help you figure out how to apply it to your business.

Chances are, if you don't already manage remote employees, you will in the future. Even if you've been managing employees in the office for years, you'll find there are several differences in the way that you manage remote employees. This program provides some helpful advice on how this can be done.

Just like you, your employees have a list of things to do every day. Some days their list is overflowing and they can't possibly get everything done. As a supervisor, it's up to you to help your employees make the best use of their time to maximize their productivity.

Engagement is having an emotional connection to the work you do, to the people you work with, and the organization itself. It's a willingness to continue to improve and stay dedicated to your work. And it's a critical component to employee satisfaction and productivity. But according to a Gallup poll, less than 20% of employees are engaged. Yikes! In this course, we'll talk about the importance of improving this statistic among your team. We'll discuss how not increasing this number can directly impact your bottom line, and why disengagement is so prevalent. We'll also go over ways to measure and track engagement.

Measuring employee engagement requires consideration of many factors. This program discusses those measurable elements to help you keep your employees productive and engaged.

In the previous course, Engagement Matters, we discovered that less than 20% of employees are engaged in their work and how that directly impacts the bottom line. Here, we'll discuss how to change this staggering percentage by addressing the five key elements of engagement. We'll take a look at each element to help you connect and encourage the members of your team, getting them to their best level of performance.

Many research institutions have compiled lists suggesting how to increase employee engagement. If we go through some of those lists, and pull out major commonalities, we get a good idea of things we can do, as an overall organization, to engage our employees.

Employees want to have as much information as possible. They want open communication about what's happening in their department, with their boss, with the overall company, etc. But much of the information that falls onto your desk, as a manager, is on a need-to-know basis. Yet, somehow, data often makes its way into the ears of your team, whether it's factual or not. In this course, we'll talk about how to manage the grapevine within your workplace. We'll talk about the ways that information is typically shared, and how you can, and should, get in front of important information that could leak out. We'll also discuss how to deal with rumors.

Successful delegation at work gives you more time to focus on other tasks. It also helps you grow and develop your direct reports by sharing opportunities with them. The more successful they are, the more successful you are. In this course, we'll talk about why delegation is difficult for some, go over creating a process for passing off work to others, and explain how to use that process to delegate effectively.

Who's an extrovert? Who's an introvert? What's the difference? And why does this matter to me? This concept of introversion and extroversion was popularized by Carl Jung, but has gained new movement by Susan Cain through her Ted Talk "The Power of Introverts," and her book. Workplaces are reconsidering how they manage employees and meetings. Introverts are rallying to remind society that they bring value and that they have good ideas. As a result, extroverts are defending themselves in an effort to remind us that they're not just jokesters and socializers. Some interesting concepts have come from these discussions. In this series, we will summarize some of what's being said, and help you navigate some practices that will make your teams more productive.

Extroverts are social and have a lot to say. In your office, these are the people who are quick to speak up with ideas, they get into lively debates, they have the most fun at the holiday parties, and generally keep the energy up around your office. You know who the extroverts are on your team, so this program will help you learn how to best manage them.

Introverts contribute a lot to your team. Introverts have excellent memories, are thorough planners, are great problem solvers, have developed motor skills, and are good at self-regulation. In your office, introverts are happy to be left to do their work. In many ways, they are the backbone to your organization. They quietly do their job, meet deadlines, don't disrupt the day-to-day operations, and keep things moving along as planned. This program will cover how to manage the introverts on your team.

How do you get your employees to be better than they were yesterday? What can you do, as their manager, to help them improve? It can be useful to look to another form of leadership for advice in this area: coaching. Coaches have to handle all types of players, to get them to work together to achieve their collective goal. It's the same setup in the workplace. Coaching is a skill that we can learn and then follow as a process with all of our employees, and that's what we'll be covering in this series of courses. In this first program, we'll introduce you to the various types of "players" you may encounter on your team, and how to adapt your coaching to successfully manage each type.

Everyone has to start somewhere, whether they're walking into a first job, or making a total career change. In either case, people typically come in motivated to work hard and prove themselves. These employees are what we call The Rookie, and they require a unique style of coaching out of you, their manager. In this course, we'll talk about where these employees fall on the coaching axis, and how to successfully coach them further along the axis through empowerment and encouragement.

Once someone moves beyond their Rookie phase, they start to become a regular part of the team. In baseball, this is called an Everyday Player. This is when someone should be doing productive work for your team on an everyday basis. In this program, we'll talk about how to coach someone in this phase. We'll go over where they fall on the coaching axis, and what sort of empowerment and encouragement is needed. We'll also discuss some general tips to keep in mind when you're coaching an Everyday Player.

When an Everyday Player becomes successful at their job and can work independently with little direction or guidance, they become a Key Player. This person understands the "how" and the "why" of their job. As a result, they're an important part of your team and serve in a key role or position. In this program, we'll talk about how to effectively coach your Key Players. We'll also talk about where they land on the coaching axis and what you should do to keep them successful.

When a member of your team has been there a while, or perhaps just has developed a certain amount of leadership skills, they become a Captain. A Captain is someone who the other players believe has the skills to be somewhat like a coach on the field. In the business world, this means they can lead projects, or even step in for you when you're out. The Captain is the most trusted member of your team. In this course, we'll talk about how to coach these players, go over what NOT to do with them, and discuss ways to keep them empowered.

Your coaching objective as a leader is to move every member of your team from Rookie to Everyday Player to Key Player to Captain. Because ultimately, we want a bunch of people on our team who can act independently and be trusted to lead their peers. So it's important that you know how to coach these people from point A to point B, then to C and D. In this program, we're going to talk about how to conduct a coaching conversation. A coaching conversation is one that helps somebody improve and moves them to the next level of skill and competence.

Exactly as the name implies, productivity through praise is all about increasing your team's productivity by praising and recognizing them. Based on a well-known psychological theory, this proven methodology looks at basic human needs, and how satisfying those needs motivates people. In this course, we'll discuss Maslow's Hierarchy of Needs and how to use this theory to help your team reach their fullest potential.

Looking at your team, what percentage of your employees do 100% of their job, 100% correct, 100% of the time? The obvious answer is zero. There's always room for improvement. The question is, what can they do to get better? And what are they willing to do to improve? In this course, we'll introduce viewers to a four-part grid that helps you analyze each individual employee's performance to establish what they are doing, what they should be doing, what they're not doing, and why.

Once you've evaluated an employee using the Can Do, Will Do grid, using their job description and expectations to guide your analysis, what's next? We need to take everything that's not in the desired Can Do, Will Do quadrant and figure out how to get it there. That's exactly what we'll cover in this course. We'll talk about how encouragement, training, transferring duties, and changing expectations will help get your employees to peak performance.

Regardless of how you approach recognition, formal versus informal, group versus individual, or hopefully a mixture of all of these, the most important thing is that you actively participate in employee recognition.

Most people dread these conversations. The ones when you have to tell someone that their work is not up to standard. It's easier to just say nothing. That is until the problem gets so pronounced that you HAVE to deal with it. Let's talk about how to have a Concerned Conversation.

From time to time you will have discipline somebody. If you do it progressively, it will work better for you.

By now you should be familiar with the Can Do, Will Do grid and how it applies to analyzing the performance of each of your employees. Moving an employee out of a Can't Do or Won't Do quadrant is difficult, requiring a lot of encouragement and training. In this course, we'll talk about how to motivate your employees to make that change. We'll go over the four types of motivation and discuss their pros and cons.

Have you worked with someone who had an inflated sense of self-importance? Someone who has a skewed sense of reality, and who ignores the needs of others, while serving only their own interests? This type of person is a narcissist, and supervising them can be challenging, if you're unprepared. In this course, we'll talk about how to manage a narcissist. We'll discuss the traits that make them difficult to work with, but also the positive attributes they can bring to the workplace. We'll also go over Kurt Lewin's Change Management Model, which will help you coach narcissists to better handle criticism and discipline.

Managing Up is the idea that you can create a productive relationship by being assertive and taking control of your career. This course will explain how to proactively work to create a better relationship with your boss.

Part of being a manager is watching your employees in action. Managing employees that are onsite is easy since you get to see them on a regular basis. But what if you have salespeople whose jobs keep them on the road? Field Sales Coaching, or a ride along, is the best way to observe your over-the-road employees.

How do you make your sales meetings effective? How do you get your employees there? How do you get them to want to be there? Well, it all starts with the basics.

Performance reviews aren't typically the most enjoyable part of anyone's job, whether you're the reviewer or reviewee, and even if you're an A+ performer. Managers, this course is designed to help you turn the review process into a positive experience. We'll talk about how to conduct reviews effectively, to get the best possible outcomes from your employees. We'll discuss setting clear expectations, creating achievable goals, and staying in frequent communication throughout the year. We'll also go over what steps to take before and during each review.

Ethics are a top priority when you're a manager. Every day, you make key decisions that affect your company, its stakeholders, and society as a whole. It's critical to understand and adhere to these ethical and legal obligations, in order to meet expectations and to set an example for your employees. In this course, we'll define business ethics and your ethical responsibilities as a manager. We'll discuss the benefits of acting ethically, go over how to solve ethical dilemmas, and cover business law in terms of ethical conduct.

When it comes to managing a team, you don't have to look far to find management tips and advice. There are literally thousands of books, articles, and podcasts on leadership styles, coaching methods, and getting the most out of your team; the list goes on and on. This course is designed to inform you of what NOT to do. We're going to talk about six common pitfalls that some managers make, particularly when they're new to a leadership role. We'll discuss what to do if you find yourself in one of these situations, and how to avoid them altogether.

Guess what the leading cause of workplace dissatisfaction is? Pay? Nope. Culture? Incorrect. It's poor management. 65% of Americans are unhappy with their jobs, and you don't need to be a math whiz to determine that these statistics affect you and those working around you. If you're in a leadership position of any kind, you need to pay close attention to this course, as we discuss how some bosses unknowingly impede their teams, rather than help them succeed. We'll talk about the history of the term "impedership," what it means, and the various forms of it that you'll want to avoid.