The digital era is marked by rapid and constant changes in the business landscape, driven by extracting value from digital technology. Roles, responsibilities, and job descriptions are constantly evolving to accommodate emerging technology and new functionality. Organisations are tending to flatten hierarchies, and align structures more closely to customers, to manage uncertainty and promote agility. Employees are seeking better Employee Value Propositions (EVPs) whilst also being encouraged, and often expected, to adopt a broader set of objectives and tasks, and to constantly realign these to achieved desired outcomes. Organisational life is not easy.
At QA, our point of view that that in the digital age success hinges on the ability to unlock the potential of every employee and stakeholder. Adopting a coaching approach to performance management not only engages others, coaching also cultivates a compassionate and robust workplace that fosters ownership and accountability. Meanwhile stress, burnout and resilience are an important part of people management, which can be looked at authentically in coaching relationships. A delicate balance and synergy are required between, driving performance, and looking after well-being, to achieve organisational goals through employees constantly adapting. A coaching approach engages the expertise within every employee, guiding them in charting their own course towards realising their full potential, even in situations where the answers are either not obvious, complex, or not readily available, and yet are needed now.
Coaching relationships serve as a foundation for building valuable relationship capital that can be mutually leveraged by coach and coachee. Organisational capability extends to absorb new challenges, initiatives, and change.
Coaching is becoming main-stream. Most people are comfortable using technology to host coaching conversations making them more accessible. The emergence of AI will continue to alter what coaching looks and feels like, how easy it is to scale, and how effective and efficient it becomes.
Coaching for results can intentionally move an organisation to be a better place to work. It enables people to continually address their performance in a compassionate way. Employees are supported to reflect on their alignment with organisational needs, whilst also addressing their own personal development needs.
It does not either substitute for, or avoid striving for, improved performance. It is not soft whilst also being soft. It is modern. It is valuable.
We do not overload learners with too many different ways of thinking about and practising coaching. We clearly direct the learner to coaching that is intentional and which is directed at results. We provide a safe place to explore the dynamics of coaching, its pitfalls, and its epiphanies.
We establish an environment that encourages learners to explore and embrace coaching as a mind-set. Our emphasis is on developing a fresh and deep perspective on coaching for results, within the context of the learner’s organisation. Our goal is for both who is paying for the training, and who is learning, are guaranteed payback.
Returning to work energised with new and practical ways of coaching with confidence and curiosity is key. Throughout the course, we pause to allow learners to think and record what it all means. Learners walk away, not with a hurried plan they are not committed to, written at the end of the course. Instead, they own a personalised, well thought thorough, and considered way of translating the learning into their workplace, because it is built throughout the course.
Breakouts, where coaching is related to in-depth in personalised ways through comparing the experiences and views of others, are not passive, nor forced contrived interaction. In small groups, learners think deeply about coaching, its worth, the practise of coaching, and how to seek feedback on becoming a better coach and coachee.
Included are sessions that clearly articulate how the learning can be translated into different contexts and different roles. Coaching as a practise is positioned and explored to extract the role of the context, the possible outcomes. As much as the theme is Coaching for Results, relevant connections are made to other related concepts that draw connections between the scenarios, coaching and performance. These related concepts can be team dynamics, difficult conversations and communicating effectively. Which related concepts are referred to, and integrated, depends on the unique context and experience of the learners.
Our learning is geared towards people wishing to link coaching to performance as an approach to modern workforce challenges. Learning how to coach for results, in each learner’s specific context, means learners represent a diverse set of people starting or refreshing a coaching approach. We deeply understand people attend courses with varying motivations to learn, which we accommodate through skilled facilitation.
There are no pre learning or pre-requisites. Learners are purely asked to attend bringing with them their experience, their current point of view on coaching, and their understanding of their unique context.
Throughout the sessions learners are asked to complete a QA Leveraging Learning Log (LLL) so that learning is translated into relevant opportunities for growth – personal and organisational. Unique to QA, the LLL is a key part of our teaching and learning strategy that ensures learning flows back into the workplace with effort of course, but without wasted or un-co-ordinated effort.
The course takes an active stance on coaching to ensure it happens back in the workplace in productive and reflective ways. It includes:
QA’s Winning in the Digital AgeFramework
We look forward to running these events to make a difference to employees and their organisation.
Join our public courses in our Hong Kong facilities. Private class trainings will be organized at the location of your preference, according to your schedule.