The course is useful for those who want
development key skills in working with teams
increase their level of competence
to master the coaching approach in working with groups and teams
trainers
coaches
Facilitators
Consultants
Team Leaders
1
2
Who is the course for?
3
Master the key tools and working methods with teams and groups
Master the coaching approach in working with teams and groups
Learn how to conduct team and group meetings that lead to real change
Learning outcome
Course trainers
Irina Potapenko
HR Manager, Professional Coach, Mentor of Coaches (PCC ICF)
Team Coach, Team Consultant (PCC ICF)
Irina Blinova
400+ hours
650+ hours
Client portfolio of trainers
Format and cost
Program
The program is in the process of accreditation by ICF (CCE)
- Icebreaker. Exercise "Three facts about me". Everyone shares three facts, one of which is a lie. The task of others is to guess what is false. Expectations for the course
- A map of "helping professions". The place of coaching. Team development modalities (ICF Team Coaching Competencies).
- "The inner game" and coaching ideology. The participants talk about themselves and continue the phrase: I can be non-directive when I am… (1−3 comments)
- Practice. Participants share their thoughts and examples. They continue the phrase "I am actually aware when…"
- Break
- Non-directive position & the facilitation position. The difference between a facilitator and a regular presenter. "The Secrets of Facilitation: The SMART Guide to Getting Results with Groups" (Michael Wilkinson)
- The practice of non-directive questions. Participants read the situation and create non-directive open-ended questions.
- Process consulting in coaching. "The Paradoxical Theory of Change" (Arnold Beisser). Homework description.
- Summarize the results. The participants answer the question: what was the most important thing for you in the lesson?
- Icebreaker. The participants answer the question: what is the role difference? Team coach, consultant, business trainer, facilitator.
- Case study: difficult cases when working in group and team coaching. Role play: coach, consultant, business trainer, facilitator.
- Summarize the results. The participants answer the question: what is my intention after this practice?
- Icebreaker. Alias about team coaching. Each participant gets a word that they need to explain without using root words in 30 seconds. The task of the others is to guess the term/personality/process.
- Processes that exist in a team. Team development models (Bruce Tuckman, Patrick Lencioni). Tuckman’s Stages of Group Development. The Five Dysfunctions of a Team model. "Trust" as a key focus of the team coach.
- The complete process of team coaching (David Clutterbuck). The contract session framework. The final session.
- Metaphors for clarity the goal of the group. Create metaphors — brainstorming.
- Break
- The team coaching regular session author’s framework. Check the progress, icebreaker, goal on a session, working with qoal, steps after session, reflection.
- Exercise. Distribution of team coach’s questions by cluster: check the progress, icebreaker, goal on a session, working with qoal, steps after session, reflection.
- Summarize the results. The participants answer the question: what questions remained inside me after this lesson?
- Icebreaker. Participants in threes: I feel like I’m part of something bigger when… and I’m uncomfortable in a group when…
- Team regular session practice. Focus on the following on the framework.
- Summarize the results. The participants answer the question: what have I learned about myself as a team coach?
- Icebreaker. Participants need to count to 20. They can’t negotiate the order.
- Key facilitation tools for managing a discussion: Question, Stacking, Encouragement, Balancing, Conversation with "silent people", Timing, Tracking, Pause, Paraphrase
- Practice. Participants need to count to 50. They can’t negotiate the order. A facilitator is appointed from those who wish. The task of the facilitator is to use only tools.
- Break
- Gestalt approach to working with groups (terms: figure-background)
- Phenomenology. I see, I hear, I feel
- Exercise: participants look at a picture and try to talk about it without evaluation (phenomenologically)
- The intervention model. Phenomenon + Concern + Verification
- Summarize the results. The participants answer the question: what questions remained inside me after this lesson?
- Icebreaker. Metaphorical cards: each participant selects a card and tells how he/she changes. How inner changes happen in people.
- Practice ("fishbowl" format): intervention training. The group is divided into two halves: team coaches and a team. Team coaches make interventions during pauses (every 5 minutes) and the team discusses their issue. At any time, the participant can change the "chair" - transfer to the team or become a coach.
- Summarize the results. The participants answer the question: what has changed in me?
- Icebreaker. The participants answer the question: It’s most difficult for me to have a conversation with a person when???
- Facilitation: responsibility of the sponsor/coach/team/leader
- Scheme for clarifying sponsor’s requirements
- Break
- Types of sponsor objections. The assertiveness model
- Objections practice. Questions for dealing with objections of sponsor for awareness assertive dialogue
- Summarize the results. The participants answer the question: what do I want to change in my work outside of this lesson?
- Icebreaker. Discussion: For me, it’s a "nightmare" when the sponsor…(working with fears)
- Sponsor’s requirements meeting practice
- Summarize the results. The participants answer the question: what have you learned about yourself?
- Icebreaker. Which is the best movie about team development? The task of the group is to arrange for everyone to agree.
- Dealing with conflicts. Discussion: what is a conflict? Transactional analysis (Eric Berne)
- Conflict cases practice. The participants read the cases and determine the best actions for the team coach.
- Break
- Developing trust in a team. Mini-groups discussion:
I feel trusted when
I stop trusting when
I feel like I'm not trusted when
- Interaction with “difficult” participants. Participants formulate the types of “difficult” team members and determine the best way to interact to maintain safety and trust.
- Summarize the results. The participants answer the question:
- What do I not accept or blame about myself?
- Icebreaker. The participants share associations with each other. There is a new type of association for each person. Movie, light, book, food, plant/flower, song, TV show, month of the year, historical epoch, car, painting, TV series, historical character, etc.
- A coaching reflection tool — 4 "i" tool: issues, insights, ideas and intentions (David Clutterbuck). Demo with participants — coachability development of team. Expectations for the course.
- Summing up the program results. Gratitude practice. Feedback session.
Registration for the course
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