Coaching as a management tool

The interplay between the way in which we communicate with each other in organisations is decisive in terms of the quality of how we solve tasks and in the degree to which we contribute to the development of ourselves and the organisations. This applies in the relation between colleagues, between manager and employee, and across management levels.

As a competence, coaching can be a development instrument for the individual, management and in the establishment of the organisation’s culture which has the ability to enhance the internal communication and collegial interplay. Excellent coaching skills can thus contribute to creating results and higher efficiency in both the short and long term.

Our coaching development courses
We organize coaching development courses that you or your organisation can use in many ways.

For instance, it can revolve around coaching as a managerial development instrument where it functions as a means to raise the learning environment in your organisation. Or, it can be used as a part of developing management by learning to become more personal and attentive in the relation between managers. This can be used to bringing management closer together and participating in one another’s personal development, ultimately increasing the performance of the team.

Dependent on your needs, we assist you with practical tools, reflection tasks and teambuilding through our coaching development course that allows you to reach your objectives.

Competent coaching can be:

• An attitude to people – a belief that people have more resources than they can activate by themselves, and that these can be brought into play through support from others.
• A method to securing a 360-degree perspective to a problem with the correct prioritisation and without disclaiming responsibility.
• A management style to continuously secure and cultivate the responsibility of individuals and through that reach peak performance.

Management-based coaching can be applied when there is:

• A need for organisations to think for themselves and increase independence, consciousness, responsibility along with the ability to self-observe and regulate.
• A need for new eyes and perspectives on tasks, issues and challenges.
• A need for self-management – delegating and distributing responsibility, tasks and competences.
• A need for teams and employees to be bold and courageous in creativity and innovation.
• A management that believes that the employees knows more about practice than themselves while being willing to become wiser through knowledge-sharing.
• A need for formulating new objectives and developing new competencies to pursuit these.

In the courses, we can work with:

• Consciousness of the reward in coaching
• Different types of conversation and their timing and applicability
• Acknowledgement and solution-oriented thinking and coaching
• Systemic coaching
• Contracts, work setting and matching of expectations
• Clarity of roles and power relations in an organisation
• Coaching, conversation and interview techniques
• Theory about communication and social systems
• Ability to reflect and understanding contexts in coaching
• Team coaching

Participants’ outcome:

• Efficient coaching and conversation techniques
• Greater consciousness and ability to facilitate motivation and engagement
• An acknowledging approach to people that provides new experiences and insights
• Opportunity to create progress in complex issues and tasks that can be hard to initiate
• More independency

Organisations’ outcome:

• Stronger learning culture
• Greater ability to reflect
• Improved communication among people internally in the organisation
• More motivated employees
• Stronger organisational culture and teams