professional development courses

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Amazing Conversations: Coaching for Performance to become a more Successful Leader

Businesses increasingly have to adapt themselves to exponential levels of change in the world today. Leadership is the single most critical factor in whether or not change is managed successfully, and there is no doubt that today’s leaders must learn how to flex their style to suit the needs of the situation they are dealing with. However, given the dynamics and pressures that change brings, the imperative is to be constantly learning. Therefore, the most important role that leaders play is that of a coach. Coaching is widely recognised as one of the most powerful ways of learning in business today. This is due to the fact that, unlike many other forms of learning, it focuses exclusively on the needs of the individual. It is driven by positive, underlying beliefs around the idea that everyone has the potential to improve their performance and to generate their own solutions to the problems they are trying to solve. But in order to fulfil that potential, they need the support of someone who can act as a sounding board or facilitator in that learning process. This course will provide you with additional practical tools, techniques, and practice that you need to help you further develop a genuine, coaching style of leadership.

Turning 'Theory' into 'Practice'?

The course is based on the most up to date research on executive coaching and how to practice and deliver it in the most effective way. It uses a range of techniques as well as the deep level of professional experience of the tutor in this field in helping senior leaders to develop this key, leadership skill. There is a positive balance of theory and practice to enable delegates to implement their learning as soon as they return to work. The course is highly interactive; each session involves practical, individual exercises, case study role plays and discussion. The learning from this will be captured finally in each delegate’s Coaching Practice Action Plan ready to implement at the end of the course. Finally, each individual’s plan is presented to the whole delegate group to evaluate and offer constructive feedback about. Most plans are usually improved by this feedback.

Who should attend?

Leaders who are looking to optimise their coaching skills to be able to encourage employee engagement and loyalty, to ensure they are increasing productivity and performance.

Key areas to be covered in the programme and documentation

Developing an understanding of coaching and its role and value in business
• Defining coaching to understand the scope of coaching and how it enables business development

Group Discussion: Creating an individualised definition of coaching

Identifying and incorporating the qualities of a good coach
• Clarifying and agreeing what a good coach is actually doing and what skills are required to do it
• Identifying your personal coaching issue: Each delegate will be coached on a REAL, personal issue that they believe would be of value to them and help to improve their performance at work

Group Discussion

Strategies to enable engagement with the process
• Learning how to:
̵  Ask good questions
̵  Use the active listening technique
̵  Accurately assess body language: Yours and your colleague’s
̵  Summarise the conversation you are facilitating for the benefit of both parties

Personal awareness raising
• Learn how to use the Johari Window technique to help you recognise the impact you may have on the people you are coaching
• Achieve one of the main aims of coaching: to help raise the self-awareness of your colleague

Introducing the GROW Sequence
Experience first hand today’s most common and often used coaching structure in business. To be used by delegates for their coaching practice throughout the rest of the programme

Practical Exercise: Working in groups of three with revolving roles (coach, person being coached and observer), learn and use the first step of the GROW journey. Delegates coach and are coached on their own, personal coaching issues

Goal Setting
• Getting clear about what the point of the conversation is in the first place: The ‘why are we having it’?
• Brief facilitation presentation to guide delegates

Practical Exercise: Delegates in their groups coaching, being coached and observing revolve roles to practice and improve their coaching skills

Reality checking
• Exploring and addressing specific issues in detail
• Gaining further clarity about issues

Group Exercise: The same groups work on the second part of the GROW Sequence. Here the initial goals set in the first stage are tested and developed further by delving more deeply into them to ensure that we really are focussed on the most important, core issues and not just the symptoms of the issues.

Identifying alternative options to provide a solution to issues
• Brainstorming potential solutions to the issues being discussed
• Not finding the ‘right’ answer but identifying alternative solutions
• Why the quantity of alternatives is more important than their quality
• Realise that a ‘safe’ environment needs to be provided, so the person being coached can be creative without fear of judgement

What will you do?
• The final stage of the GROW Sequence which gets you to consider and evaluate the options you have just created and then decide which one(s) you are going to commit to
• Agreeing an action plan to meet requirements
• Asking the two ‘will’ questions: What will you do, and do you have the will to do it?
• Establishing a ‘contract’ between parties

Amazing Conversations: A more advanced approach to coaching
• Elevating the ‘transactional’ approach to coaching of GROW to the higher ‘transformational’ level
• Establishing a safe, emotional environment to create a closer relationship of trust and openness
• Creating greater commitment and engagement with the coaching process to achieve real transformation in behaviour and attitudes

Creating and presenting your individual, coaching practice action plan
• An opportunity to build on your basic understanding of the coaching style of leadership learning how to coach as a leader
• Develop a plan of action to develop a practice timetable and increase proficiency back in the office

Practical Exercise: Develop and present your plan of action to gain further feedback

Group Discussion: Identifying the value and impact of the workshop, and barriers they face back at work to implement the teachings

Benefits to you

• Create your own Coaching Practice Action Plan to implement immediately on your return to work
• Experience being coached on a real, personal issue of your choosing as well as coaching a colleague delegate on an real, personal issue of their choice
• Understand how leadership styles have needed to change to encourage learning, ownership, and agility in the workforce
• Incorporate the power of coaching to help people learn how to adapt and develop more innovative solutions to daily challenges at work
• Use tried and tested coaching frameworks, such as GROW, to make coaching more accessible and straightforward to implement
• Practice the four key characteristics of a good coach: Asking good questions, becoming an active listener, understanding the impact of body language, raise your own and your colleague’s personal awareness
• Implement new thinking on coaching to advance your current level of skills by focussing on the relationship

Companies already benefiting include:

Duration of Course

2 Day Course

Course details

27-28 February 2020, London, UK, PT4105

Looking to train larger teams in this subject?

dzingim@marcusevansuk.comTailored in-house/in-company training courses and bespoke strategy workshops designed and delivered on-site throughout Europe according to your specific requirements.

All management, personal development and project management public courses featured in our Course Directory are also delivered on an In-Company basis.

Click Here for information on how this course can be delivered for you as an In-Company Training Solution


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"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."

Managing Director, Tarmac