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Corporate
Coach Group

Two-Day Practical Training

Coaching Skills for Managers and Team Leaders 1 day

This course will show you how to become a better coach and mentor, by developing a clear communication style and learning how to give feedback in a positive way to build confidence in others. Learn to help others to achieve worthwhile goals, using encouragement and praise to keep them motivated, whilst at the same time acting as a role model.

Available as bespoke in-house training tailored to your organisation.

Quality Training
Established 1997
6 CPD Hours
Delivery Options

Course Overview

What Are Coaching Skills for Managers?

Coaching skills for managers are the communication, questioning, listening and feedback skills that help employees think clearly, solve problems, take responsibility and improve their performance. The manager establishes clear goals and standards, while involving the employee in planning, action and review.

This two-day course gives managers and team leaders a practical structure for coaching conversations, one-to-one meetings, project reviews and performance discussions. Delegates learn when to ask questions, when to listen, when to give feedback and when a clear instruction is the better management response.

Unlike our broader leadership and management training, this programme concentrates specifically on workplace coaching conversations that improve employee ownership and independent thinking. It complements specialist effective feedback training and performance management training without replacing formal performance procedures.

The programme is built around the Eight-Part Coaching Success Formula: purpose, planning, action, feedback, positive feedback, corrective feedback, change and continuous improvement. Managers can enter the cycle at the stage that best fits the situation rather than following it as a rigid script.

Coaching and mentoring are related but different. Coaching normally focuses on a defined goal, skill or performance issue through structured questions, practice and feedback. Mentoring is broader and longer-term, with an experienced person sharing guidance and modelling professional standards. This course focuses on coaching while showing managers when mentoring, teaching, directing or delegating would be more appropriate.

Core Skills

The Key Skills Covered

The Eight-Part Coaching Success Formula gives managers a flexible structure for improving performance, responsibility and learning during everyday workplace conversations.

  1. 1

    Clarify the Purpose and Goal

    Define the required result, why it matters and what success will look like. Clear goals focus attention, establish measurable standards and connect individual effort with team priorities.

  2. 2

    Turn the Goal into a Written Plan

    Coach the employee to write the best practical plan, including priorities, responsibilities, resources, deadlines and review points. Active involvement builds ownership of the agreed actions.

  3. 3

    Convert the Plan into Committed Action

    Agree the first practical step, the required standard and the follow-up date. Coaching builds responsibility, but the manager remains accountable for ensuring that agreed standards are met.

  4. 4

    Review Results and Learn from Feedback

    Compare intended and actual results using evidence, diagnostic questions and active listening. Separate facts from assumptions and identify what the result suggests should happen next.

  5. 5

    Reinforce What Is Working Well

    Give specific positive feedback that identifies the useful behaviour, explains why it mattered and shows the employee what should be repeated or developed further.

  6. 6

    Address What Needs to Improve

    Discuss performance gaps early using calm, objective language. Focus on behaviour, results and standards rather than personality, then agree the necessary improvement and review date.

  7. 7

    Agree and Support the Necessary Change

    Explain why change is required, listen to concerns and involve the employee in deciding how to respond. Keep non-negotiable goals clear while reducing unnecessary uncertainty.

  8. 8

    Build Continuous Improvement into Everyday Work

    Help employees reflect on experience, retain what works and identify the next improvement. Delegates finish by writing a personal plan for applying the coaching methods at work.

Problems addressed by the course include: unstructured one-to-ones, vague goals, advice given before the issue is understood, delayed feedback, micromanagement, weak follow-up, dependence on the manager and repeated mistakes that are not converted into learning.

Who Is This Course For?

Who Should Attend This Coaching Skills for Managers Course?

Designed for people who are responsible for the work, performance or development of others and need practical coaching skills they can use immediately.

Managers and Team Leaders

Improve one-to-one conversations, performance, responsibility and team development.

New and First-Time Managers

Move from completing the work yourself to developing other people to complete it well.

Supervisors and Front-Line Managers

Set standards, review results and address problems early without damaging working relationships.

Technical and Professional Managers

Help skilled employees use their judgement while maintaining the standards required by the organisation.

Also suitable for managers of former colleagues who need to lead through reason and evidence, and managers leading change who need to reduce uncertainty while keeping goals and standards clear. This is not a professional coaching qualification.

When to Coach, Direct, Teach, Delegate or Mentor

Good managers do not use the same response in every situation. Coaching is appropriate when an employee has enough knowledge to think through the issue and benefits from questions, challenge and support.

Choosing the right management response
Situation Best response Reason
The employee has useful knowledge but lacks clarityCoachQuestions help them organise their thinking and define the outcome.
The employee is capable but lacks confidenceCoach and supportGuided reflection builds confidence and ownership.
The employee lacks essential knowledge or skillTeach or instructThe manager must provide the missing information or demonstration.
The issue involves safety, law, security or immediate riskDirectThe required action must be clear and immediate.
A clear standard has repeatedly been breachedGive corrective feedbackThe manager must address the facts, required standard and agreed change.
The employee is competent and committedDelegate and reviewFurther coaching may become unnecessary interference.
The person needs broader career guidanceMentorExperience, context and role modelling may be more useful than task coaching.
The situation is changingCoach through changeQuestions and clear reasons reduce uncertainty and create commitment.

Coaching should increase a person's ability to think and act independently. It should not be used to avoid clear standards, difficult feedback or necessary management decisions.

Course Agenda

Coaching Skills for Managers Course Agenda

1

Day 1 • Morning • The Manager as Coach

Define workplace coaching, decide when coaching is the right management response and use the Coaching Success Formula to create focused conversations.

Understand how workplace coaching improves employee thinking, responsibility, confidence and performance.
Distinguish the five responses and select the one that best fits the employee's knowledge, confidence and situation.
Keep goals, standards and accountability clear while involving employees in thinking, planning and improvement.
Use questions and guided reflection to reduce unnecessary dependence on the manager.
Use purpose, planning, action, feedback, reinforcement, correction, change and improvement as one connected coaching framework.
Enter the framework at the stage that best fits the current conversation and move through the relevant stages.
Define the result, why it matters and how it supports wider team or organisational goals.
Translate broad intentions into specific results and standards that can be reviewed objectively.
Give clear reasons that build understanding and commitment rather than relying on vague instruction.
Practise questions that help an employee define the required outcome and recognise its value.
1

Day 1 • Afternoon • Planning, Ownership and Action

Help employees turn goals into written plans, make reasoned decisions and commit to practical action without creating dependence on the manager.

Write the agreed actions so that responsibilities, resources, deadlines and review points are clear.
Remove ambiguity by naming the owner and completion date for every important action.
Test the plan to ensure the most valuable and time-sensitive actions happen in the correct order.
Match work to the right person and agree the result, authority, support and follow-up required.
Make responsibilities, communication and review points explicit when colleagues work in different locations.
Use questions that encourage practical alternatives before the manager supplies an answer.
Finish the conversation with a clear first action and an explicit commitment to complete it.
Agree proportionate review points that maintain accountability without unnecessary interference.
Keep the required result and non-negotiable standards visible throughout planning and action.
Use clear goals, good reasons and objective follow-up when authority alone is not persuasive.
Coach an employee through a realistic problem and produce a clear, written and owned plan.
2

Day 2 • Morning • Questions, Listening and Positive Feedback

Use diagnostic questions, active listening and structured reviews to understand performance and reinforce effective behaviour.

Treat results as evidence that helps the manager and employee decide what to continue or change.
Review the agreed goal against the result produced and identify any meaningful gap.
Choose questions that clarify facts, test assumptions and help the employee think more carefully.
Listen for what is known, what is inferred, what matters to the employee and what information is missing.
Summarise and confirm the issue so that any guidance responds to the real situation.
Give the meeting a clear purpose, review evidence, agree actions and confirm follow-up.
Define how progress will be assessed and when the next review will take place.
Describe the effective behaviour, its value and the result it helped to produce.
Acknowledge genuine effort while remaining honest about the standard that still needs to be achieved.
Reinforce strengths and progress so employees understand what they can repeat and develop.
Conduct a structured review using diagnostic questions, active listening and specific feedback.
2

Day 2 • Afternoon • Corrective Feedback, Change and Improvement

Address problems early, coach people through necessary change and build continuous improvement into everyday management.

Address the gap between the required standard and the actual result before it becomes an established pattern.
Describe observable actions, results and standards rather than making personal judgements.
Distinguish information that changes the practical response from explanations that avoid responsibility.
Remain calm, listen carefully and return the conversation to evidence, standards and the next action.
Be clear about the necessary improvement while maintaining professional respect.
Use consistent standards, evidence and reasoned discussion when managing established peer relationships.
Communicate why the current result or method must change and which goals remain non-negotiable.
Allow concerns to be expressed, clarify the facts and identify what the employee can influence.
Convert the required change into specific actions, responsibilities and follow-up dates.
Review what should be retained, what can improve and what opportunity the experience has revealed.
Identify the coaching methods each delegate will use and the workplace situations in which they will apply them.
Practise giving objective feedback, agreeing change and finishing with a constructive next step.
Write what will be applied, how it will be applied and when implementation will begin.

Availability and Pricing

Course Formats and Delivery Options

Choose from scheduled open coaching skills courses, live online training or bespoke in-house coaching skills training for your organisation. Each format covers the same practical methods and learning outcomes.

Bespoke In-House

£2250+VAT

per training day

We come to you. Training delivered at your premises, tailored to your team's specific needs.

  • Your premises or online
  • Tailored to your organisation
  • Dates to suit your schedule
  • We can train in your timezone
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Bespoke Onsite Coaching Skills Training

The course is delivered as one integrated two-day, face-to-face programme for a single organisation. Training takes place at your premises on dates agreed with your team.

Discussions, coaching practice and case work can be tailored to your organisation's terminology, management structure, performance standards and current priorities. The in-house rate is £2,250 + VAT per training day.

This format is particularly useful for professional, technical and operational teams that need a shared approach to performance, responsibility and continuous improvement.

All Our Training Includes

Two full days of practical training delivered by an experienced trainer
Full digital interactive course notes
Structured discussions, case work and coaching practice
Personal action-plan notes for workplace implementation
Corporate Coach Group training certificate
Access to additional post-course training material through the CCG portal
Three months of telephone coaching and support
Agreed tailoring to the organisation's needs

Questions? Call 020 3856 3037 or 01452 856091

Frequently Asked Questions

Course FAQs

Coaching skills for managers include setting clear goals, asking diagnostic questions, listening actively, giving useful feedback, agreeing action plans and helping employees learn from results. The purpose is to improve performance while building confidence, responsibility and independent thinking.
The course is designed for managers, team leaders, supervisors, first-time managers and technical or professional specialists who are responsible for the performance and development of other people.
The programme is delivered over two full days. This gives delegates time to understand the framework, practise coaching conversations, work through realistic cases and produce a personal implementation plan.
Coaching normally focuses on a defined goal, skill or performance issue through questions, feedback and guided practice. Mentoring is usually broader and longer-term, with an experienced person sharing knowledge, guidance and professional example. This course focuses primarily on coaching skills for managers.
A manager should coach when the employee has enough knowledge to think through the issue and benefits from questions, challenge and support. Direct instruction is more appropriate where knowledge is missing, the required action is non-negotiable or there is an immediate safety, legal or operational risk.
No. The manager remains responsible for communicating goals, standards and non-negotiable requirements. Coaching involves the employee in thinking, planning and improvement while keeping expectations and accountability clear.
Yes. The course includes structured discussions, coaching practice, case work, one-to-one scenarios, feedback exercises and applied problem-solving. Delegates use the methods in realistic workplace situations rather than only studying theory.
Yes. The programme is designed for onsite delivery to one organisation's management team and can be tailored to its working environment, terminology, management structure, standards and priorities.
No public open-course or live-online dates are advertised for this programme. It is currently offered as bespoke, face-to-face training at the client's premises.
No. This is a practical management development programme that helps managers and team leaders coach employees more effectively. It does not qualify delegates to establish an external executive or life-coaching practice.
Yes. Delegates learn to address performance gaps early, use objective language, give constructive corrective feedback, agree necessary changes and follow up while preserving professional relationships.
Delegates receive access to additional post-course material and three months of telephone coaching and support while they implement the methods at work.
No formal coaching qualification is required. Delegates should ideally have responsibility for managing, supervising or developing other people so they can apply the methods at work.
No CPD or ILM accreditation is claimed for this programme. Delegates receive a Corporate Coach Group training certificate for their professional-development records.

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On This Page

  1. 1 Course Overview
  2. 2 Key Skills
  3. 3 Who Should Attend
  4. 4 Course Agenda
  5. 5 Course Formats
  6. 6 FAQs

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Bespoke In-House £2250 +VAT/day
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What Delegates Say About This Course

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Read Our Customer Reviews
★★★★★

"Thinking about problem-solving in a creative way will be very beneficial, as will breaking down issues into the various categories. Thinking also about how to engage and encourage was helpful. The course content was diverse, engaging and has motivated me! Presentation was clear and engaging. "

Rosie White

Turbine Surface Technologies Limited

★★★★★

"Very good, interactive course, a lot to take away. Decision making app is useful. Trainers was friendly and knowledgeable. "

Zoe Naylor

Turbine Surface Technologies Limited

★★★★★

"I found this course beneficial to know how to successfully conduct an investigation into issues. The tools will enable me to find the correct, factual information. The trainer's presentation was very good, light-hearted and easy to understand. He gave a good insight and tools to assist in investigating."

Lynsey Hanley

Quantum Care

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Build Managers Who Develop People, Not Dependence

Give your managers a practical structure for better questions, active listening, one-to-one conversations, constructive feedback, performance improvement and continuous learning. We can tailor the programme to the situations your managers face at work.

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Or speak to a member of our team directly:

020 3856 3037 01452 856091