The professional development programme / journey may consist of either one type or a combination of the following coaching offers.

Individual (one to one coaching):

This is one of the fastest ways for employees to thrive and perform at their best – both individually and collectively. The coach works with the coachee to improve their conversational competency, work relationships and their ability to generate different and more effective ways of taking action.

Individual coaching consolidates the distinctions introduced in the Action Learning Workshops and develops the coachee’s capacity to coach (self and others). Moreover, it gives the coachee the capacity to engage in generative learning – i.e. the ability to apply flexible and adaptable modes of thinking and functioning to thrive in times of rapid change and speed.

The coaching conversations may also include exercises, reading material and or self observation practices to grow in awareness and build new professional and coaching orientated competence. 

Action-Learning Workshops 

These group or team workshops introduce the ‘theory’ of coaching (distinctions) with self reflective and practical exercises for professional and personal development. The aim is to introduce employees to coaching as a professional skill and to build their self and service orientated coaching capacity.

Allan Gray Academy (Full Day Workshop)

LifeCheq Consulting (Series of Workshops)

Akro Capital Workshop (Bespoke)

The Action Workshops Aim To:

  • Increase employee satisfaction, productivity and efficiency by a minimum of 10%
  • Develop employees’ ability to observe differently and take more effective action
  • Optimise the talents of individual team members in service of the team
  • Achieve behavioural shifts that increases the employee’s capacity to manage self and others
  • Improve conversational competency and relationships (the result is reduced organisational waste)

Coaching Circles:

For teams or groups is inspired by the traditions of action learning (Reg Revans) and integral coaching (James Flaherty) and seek to:

  • Create a community of practice fulled by the desire to flourish in one’s professional and personal life.
  • Make a project or challenge the focal point for experimentation (practice), reflection and learning.
  • Support the horizontal (competencies) and vertical (consciousness) development of one’s peers through coaching
  • Develop one’s coaching skills to best serve colleagues and team members.

The lifecycle of a coaching circle consists of a regular interface over months/years to support the development of coaching skills, trust and freedom of expression, individual development as well as the advancement of projects and leadership impact on the job.

Janine Flint
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