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Coaching Skills in Change Management for Improvement

Coaching Skills in Change Management for Improvement

$249.00
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Course access is prepared after purchase and delivered via email
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Includes a practical, ready-to-use toolkit containing implementation templates, worksheets, checklists, and decision-support materials used to accelerate real-world application and reduce setup time.
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This curriculum spans the equivalent depth and structure of a multi-workshop organizational change program, addressing coaching integration across strategic alignment, political navigation, and sustained behavior change within complex enterprise initiatives.

Module 1: Aligning Coaching Objectives with Organizational Change Strategy

  • Define coaching scope in relation to specific change initiatives such as ERP implementation or restructuring, ensuring alignment with business outcomes.
  • Negotiate access to key stakeholders and decision-makers to understand strategic priorities and constraints influencing change adoption.
  • Map coaching interventions to phases of the change lifecycle, from pre-readiness assessment through sustainment.
  • Identify resistance hotspots through organizational network analysis and prioritize coaching efforts on influential but hesitant individuals.
  • Balance individual development goals with organizational performance metrics to maintain relevance and executive support.
  • Integrate coaching KPIs into broader change success dashboards without creating redundant reporting burdens.

Module 2: Establishing Credibility and Trust in Coaching Relationships

  • Conduct initial discovery sessions that respect time constraints while gathering sufficient context on role pressures and change impact.
  • Navigate confidentiality boundaries when coaching leaders who report to the same executive sponsor.
  • Disclose coaching methodology and limitations clearly to avoid misperceptions of consultancy or therapy.
  • Adapt communication style to match the executive’s preferred decision-making mode—data-driven, intuitive, or consensus-based.
  • Address skepticism from high-performing leaders who perceive coaching as remedial rather than developmental.
  • Maintain neutrality when coaching multiple individuals affected by the same reorganization to prevent perceived favoritism.

Module 3: Diagnosing Readiness and Resistance in Change Contexts

  • Use structured assessment tools to differentiate between capability gaps and motivation issues in change adoption.
  • Interpret indirect signals of resistance—such as missed deadlines or passive agreement—during coaching conversations.
  • Identify misalignment between formal change messaging and informal team norms through observation and inquiry.
  • Assess psychological safety levels within teams to determine coaching approach for surfacing concerns.
  • Decide when to escalate systemic barriers identified in coaching to the change management office without breaching trust.
  • Adjust diagnostic focus based on organizational culture—hierarchical, consensus-driven, or market-responsive.

Module 4: Designing Targeted Coaching Interventions for Change Adoption

  • Develop action plans with coachees that link behavioral changes to specific change milestones, such as system go-live dates.
  • Select between directive, facilitative, or Socratic coaching modes based on the urgency and complexity of the change.
  • Incorporate real-time feedback mechanisms, such as 360-input or peer observations, into coaching cycles.
  • Structure short-cycle experiments for testing new behaviors in low-risk situations before broader application.
  • Integrate role-specific challenges—such as managing hybrid teams or cross-functional dependencies—into session content.
  • Modify intervention pacing when organizational turbulence, such as M&A or leadership turnover, disrupts continuity.

Module 5: Facilitating Leadership Accountability in Change Execution

  • Coach leaders to model desired behaviors consistently, especially when facing public scrutiny or setbacks.
  • Support leaders in delivering difficult change-related messages while maintaining team morale and trust.
  • Address avoidance patterns in leaders who delegate change communication but fail to engage personally.
  • Guide leaders in setting measurable team adoption targets and tracking progress without micromanaging.
  • Challenge leaders to reflect on their own change history and how past experiences shape current decisions.
  • Coach sponsors to conduct effective check-ins with change agents, focusing on problem-solving rather than status updates.

Module 6: Navigating Power Dynamics and Political Realities

  • Recognize informal power structures and advise coachees on engaging hidden influencers critical to change success.
  • Coach individuals on managing upward when their manager resists aspects of the change agenda.
  • Address coalition-building needs when competing priorities exist across departments or business units.
  • Help coachees frame change proposals in terms of stakeholder interests, not just organizational benefits.
  • Decide when to remain neutral versus advocate for equitable change impacts during coaching discussions.
  • Navigate situations where coaching is requested to "fix" a person rather than address systemic misalignment.

Module 7: Sustaining Change Through Coaching Follow-Through

  • Design exit strategies for coaching engagements that transfer ownership of development to the coachee.
  • Embed reflection routines into post-implementation phases to reinforce learning and adapt behaviors.
  • Coach change leaders to recognize early signs of regression and intervene proactively.
  • Link coaching outcomes to performance management systems without reducing development to compliance.
  • Support the creation of peer coaching networks to maintain momentum after formal programs conclude.
  • Document lessons from coaching engagements for inclusion in organizational change playbooks.

Module 8: Evaluating Impact and Iterating Coaching Practice

  • Collect behavioral evidence of change adoption from multiple sources, including peers, direct reports, and project data.
  • Differentiate between coaching impact and other change interventions when assessing outcomes.
  • Use qualitative feedback to refine questioning techniques and intervention timing across diverse roles.
  • Revise coaching frameworks based on post-mortem reviews of failed or delayed change initiatives.
  • Balance longitudinal tracking of individual progress with the need for timely, actionable insights.
  • Adjust coaching models in response to shifts in organizational strategy or external market conditions.
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