Pathway #1

Traditional Coaching

Coaching conversation only

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A traditional approach to weekly or bi-weekly coaching, this path sets up a set of goals which are reached for over your sessions with your coach.  However, coaching can –and sometimes should- be unstructured! This pathway is also suitable for coachees who wish to "jump around" in coaching, without necessarily aiming for long-term goals or targets in their coaching conversation. Sessions are committed to in four-session blocks, as mutually agreed to by the coach and coachee.

Pathway #2

Leadership 

University

Coaching + Curriculum

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Originally promoted because of
 good industry skills, many professionals today move upward quickly, only to learn that they are lacking formal leadership skills once they get to their leadership role. Leadership University is an introduction to 8 competencies of good leadership that include topics such as building cohesive teams, retaining great people, and how to manage change effectively. Coachees complete one module per week,  paired with one coaching session on application to the work context.

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Pathway #3

Becoming a Coach-like Professional

Coaching + Curriculum

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Many  managers claim to be 
coaching. But, a large study published in the Harvard Business Review (Milner & Milner, 2018) revealed that most managers are defaulting to teaching, “telling” or attempting to persuade their direct reports. The heart of coaching is a conversation about change, and many professionals can significantly improve their coaching skills once they understand the fundamentals of how to motivate other people for change. In this stream, we look at the anatomy of a coaching conversation, how to elicit more change-talk with others, and how to work with seemingly “un-coachable” people. Coachees complete one module per week,  paired with one coaching session on application to the work context. 

Pathway #4

Cognitive Behavioural Coaching

Coaching + Curriculum

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If we work with people, we inevitably sign up for work with the habits of thinking that they bring with them. What do I do when my direct report displays lacks of confidence? Why does my team member always avoid certain tasks? What do I do when
 someone’s professional performance is being impacted by personally sabotaging views? Written for those that coach, supervise or manage others, this course will teach how to empower direct reports to notice, challenge and change their own sabotaging thinking. Coachees will completes one module per week, paired with one coaching session on application to the work context.