Leadership Institute

Coaching: Developing High Performance

Learning Format: Classroom

Skill Practice Course

Order No. SR2

By helping others develop critical thinking skills to work through problems, ideas, and opportunities, leaders can focus on broader strategic issues while creating an environment in which high performers excel.

This course identifies techniques for developing self-leadership among individuals and teams.

Do You Face Any of These Issues?

  • Do leaders have a specific approach for developing high performers?
  • Are star performers leaving the company because they are not sufficiently challenged by their leaders?
  • Are leaders aware of the situational factors that influence the way they coach?

Performance Objectives

Helps leaders:

  • Guide others to think for themselves when taking on a new challenge or solving problems.
  • Balance telling and seeking to provide support, encourage involvement, and share responsibility.
  • Develop all team members -- with individual styles, abilities, and motivations -- into high performers.

Primary Competency Developed

  • Coaching

Secondary Competencies Developed

  • Delegating Responsibility
  • Developing Others
  • Gaining Commitment

Course Overview

  • Open: An analogy prompts discussion about the coaching role.
  • High Performance: Leaders define high performance and identify characteristics of a high-performing person or group.
  • Creating the Environment: Groups discuss how high-involvement leadership needs a special approach. Coaching and its goals are defined, and a video shows how to create an environment in which people seek coaching and strive to be high performers.
  • Interaction Process: Leaders review DDI’s Interaction Process relative to conducting coaching discussions.
  • CheckPoints: Leaders learn six categories of information to use as the focus of coaching discussions. They brainstorm questions to help those being coached to think through CheckPoints, and they identify ways to use Key Principles and CheckPoints effectively.
  • Customized Coaching: Leaders learn to balance seeking, telling, and use of interaction skills to suit the situation.
  • Positive Models: Participants discuss two positive models that highlight coaching tools and customized coaching.
  • Case Study: Coaching worksheets help leaders prepare two customized coaching strategies. They discuss how the experience, styles, and abilities of the person being coached affect the strategies.
  • Skill Practice: Leaders practice coaching skills using CheckPoints, Key Principles, and Interaction Guidelines.

Video Segment Summaries

  • A conceptual video shows coaching challenges that leaders face.
  • Vignettes depict a week in the life of a leader who is creating an environment in which people are receptive to coaching.
  • The effective use of the Interaction Process and coaching CheckPoints is illustrated when a group leader guides a team leader through a challenging delegation.
  • A positive model shows a group leader coaching a team leader on how to approach an uncooperative manager.

Course Details

  • Target audience: Frontline to senior-level leaders.
  • Course length: 5 hours, 15 minutes, or 3 hours, 45 minutes Fast Track.
  • Facilitator certification: DDI-certified facilitator required.
  • Prerequisites: None.
  • Series: Suitable for all environments.
  • Group size: 8 to 16 people.
  • Prework: Yes. 30 minutes.

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