Coaching & Managing for 2025 LEAD Program

Study Notes

Coaching & Managing 2025 LEAD Program

Workshop agenda includes: when to coach and when to manage, using coaching to empower and develop, and an intention statement exercise.
Only 21% of employees strongly agree their performance is managed in a way that motivates outstanding work, according to Gallup research.
Responsibilities of managers include: managing tasks, delegating tasks, strategy and planning, managing resources and responsibilities, and managing priorities and processes.
Responsibilities of coaches include: developing and optimizing the team, consistently creating a learning culture, encouraging critical thinking, supporting reflection around mistakes, ensuring people feel seen, heard, and valued.
Key questions for discussion: when do you find yourself managing people more than coaching them, what moments can you dedicate to coaching to support team development, how do you currently coach, and do you have a framework for these conversations.
Benefits of coaching for people leaders include enhanced team communication, elevated emotional intelligence and self-awareness, building observation skills, and improved discovery skills.
Additional benefits of coaching include increased engagement and commitment, empowering people, and deepening learning.
Rules of coaching for leaders include being curious and inquiring, making people stronger and not dependent on you, modeling integrity and candor, modeling a growth mindset, being observant, focusing on people and potential, and being prepared to confront challenging issues. This includes challenging people to get outside their comfort zone.
A six-week intention statement exercise is provided to create a list of five leadership intentions to live by in the next six to eight weeks.
The LEAD topics so far include Feedback, Effective 1:1s, and Coaching & Managing.
Instructions for the Intention Statement Exercise: create a titled blank Google Doc, name it "Intention Statement" and share with [email protected] as a "Viewer".
Sample intention statement examples include weekly 1:1s, coaching people through challenges, fostering a judgment-free team space, being transparent about mistakes, and checking in with teams monthly on their professional development goals.
After six weeks, leaders will be checked in with to determine if commitments were easy or difficult to keep, how often they referred to their intention statement document, what they learned about themselves as leaders, feedback from teams, improvements experienced. What will be started, stopped, or continued as a result.
A final discussion point is how easy or difficult it was to create intention statements.
Follow-up question: what will leaders do differently in the coming week as a result of the workshop?
Additional tools and resources are provided and include a QR code linking to a resource board.