- September 12, 2017
- Training Academies, Trainings
Coaching academy
Have you ever asked yourself, “What have I tried to change in myself and in my way of acting, in my work, in my life during the last year?” People who have participated in coaching can answer this question.
The term “coaching” is much more than individualized training raised to counseling development problems.
It is collaboration in the development and realization of one’s individual potential, which aims to influence favorably the life of everyone involved in it. To practice coaching means to try to support someone competently and in a human way in their personal and professional development so that you are in help for the people, groups and organizations they interact with.
The aim of the coaching academy is to permanently incorporate organizational culture and to be used as a powerful tool for employee’s development and motivation.
Academy’s modules:
Module 1. Main coaching skills
In the first part of the Coaching Academy are studied the basic coaching skills that a coach should possess according to the ICF (International Coaching Federation).
The studying approach is based on learning through experience and practice. The training is extremely interactive and rich in form and content. It includes theory, practice, games, inspirational videos. Аll the senses are involved during the whole time, so that the participants can see, hear, feel and experience the coaching process, which guarantees a long-lasting effect and a living of the coaching philosophy.
Module 2. Practice and supervision
The participants in the training have the task to start practicing their coaching skills with their colleagues. For 2 months period, every 2 weeks there is a group meeting for 3 hours, on which are discussed the development and the practice of everyone – their successes and case studies which they experience with their “clients”/colleagues. Guidelines for improvement are given, courage is inspired and participants are motivated to move forward.
Module 3. Training for trainers
The selected group of future in-house coaching trainers pass through a 4-day program how to present and teach coaching using a coaching approach. Step by step, the training goes through the 9-day core coaching skills program that they have already passed – comments and guidelines are provided. Also, a two-day training named “Coaching Skills and Advanced Models” is developed, in which internal coaching trainers actively participate and play the role of co-facilitators for their colleagues along with the training lecturer. During these 4 days, the participants are constantly taking the role of training lecturers and their goal is to build up their authentic style of training, learn how to deal with difficult situations and clients, learn how to get out of their comfort zone, and to overcome the fears faced by each training lecturer at the beginning of his career.
Module 4. Coaching skills and models for advanced participants
Upgrading the main coaching skills that are created and taught by the future group of in-house coaching trainers. The training lecturer offers a range of coaching skills and models while internal coaching trainers choose on which ones to train their colleagues in 2 days of advanced training. Here the goal is to provide participants with the opportunity to share their experience that they have accumulated so far, to motivate them to continue and to take the path of self-improvement in the field of coaching.
Module 5. Mentorship and supervision
The participants continue to practice their coaching skills with their colleagues. For 2 months period, every 2 weeks, there is a Skype group meeting, on which is discussed the development and practice of everyone – their successes and case studies they meet with their “clients”/colleagues. Specific coaching conversations and case studies are being discussed by the participants as they are coached by the lecturer during the conversation so as to find their best solution for the particular case.
Module 6. Manual for coaching trainers
The core points of this manual are laid by the program’s lecturer, but it is co-written and co-created by the company’s internal coaches who bring the specifics of the practice which they have gained during their experience as coaches. This manual remains an open and a living document that serves every next generation of in-company coaches to build over the knowledge and skills of their predecessors. Also, this manual is fundamental and crucial for maintaining the coaching culture in the organization