(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Coaching Engagement

History

Coaching Engagement is a leadership development process that shows leaders how to truly inspire higher performance through inspiring higher employee engagement in their employees, teams, and organizations. In Coaching Engagement participants learn the key principles and techniques that the most effective leaders in the world use to inspire higher performance in others. These behaviors have been studied by countless research firms, authors and organizations looking for the co-relation(s) between the leaders’ actions and high-performing individuals, teams, or organizations.

Research shows that when we practice these same behaviors as the most effective leaders in the world, consistently, we can generate more positive and powerful results as well. Each principle and skill in Coach Engagement are based on the most current research, practical to apply, and proven to get results.

Whether you believe that good leaders are born or not, these behaviors can be learned and when applied consistently, generate more positive and powerful results.

The most successful organizations in the world invest in their leaders and there are many high-quality leadership programs out there. Coaching Engagement goes beyond the content of typical leadership development programs by including three critical elements that can create a profound difference in the leader’s impact as well as in generating a return on the organization’s investment in the training.

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Current Position

Critical element #1: Because connecting, listening, coaching, and communicating are skills, simply reading and talking about leadership behaviors is not enough to effect change. As Anders Ericsson points out in his book Peak, it takes deliberate practice together with feedback from an expert to bring these skills to a level where they are effective in getting the desired result. In Coaching Engagement each module provides ample time for participants to practice these skills and receive feedback and ideas from the instructor and their colleagues in a safe setting.

Critical element #2: We’ve all seen situations where 2 different leaders can say virtually the same words yet get very different results. As the late Judith Glasser research on Conversational Intelligence points out, there a many subtle nuances such as the tone of our voice or framing our intent that can make a profound difference in the way our communication lands. Coaching Engagement teaches these subtle nuances and participants practice applying these in their coaching to create more positive results.

Critical element #3: For organizations to see a return on investment from their leadership development programs, the participants must apply what they’ve learned effectively and consistently long after the training. Regardless of how committed the learning participants are to applying the learning, it can be challenging for several reasons. It takes confidence to apply a new skill in a real conversation back in the workplace. Again, Coaching Engagement provides that purposeful practice helping the participant gain the confidence to use it.

Secondly, leaders, these days have more on their plates than ever and one of the biggest challenges we hear is that leaders ‘don’t have time to coach. Each Coaching Engagement technique has been customized to be delivered in a way that is honest, accurate, and does not have to take a lot of time.

Finally, leaders often have competing priorities and responsibilities to deliver on results. The so-called soft skills can take a back seat. We work with the organization to embed these behaviors into their existing processes to support the leader in demonstrating those behaviors long after the course is over.

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Future Outlook

Coaching Engagement is designed to provide that support. It is a 12-part program where participants take one module per month over a 12-month period. This allows the leaders to grasp one specific concept and skill and apply that skill with their teams for one month, before moving on to the next module. Just some of the benefits are:

• By applying the concepts and skills right away, the leader can begin to make a more positive impact with people immediately, month 1, without having to wait until the end of the course.

• Adding a new concept and skill each month begins to create a synergistic effect helping to build deeper trust with team members and a more constructive impact on their engagement.

• By spreading the learning out over 12 months the leader engrains the knowledge and skills into their daily practices building more competency and consistency.

• Practices are embedded into the organizations’ Performance Management Process creating a structure that supports the leader in demonstrating the behaviors consistently.

• While many organizations have a fulsome leadership development program, focusing on one cornerstone program can help to establish a leadership ‘brand’ – the ‘way we lead’ here. No matter where an employee goes in the organization, they have a greater sense of certainty and trust as to how they’ll be treated. Conversely, no matter where the leaders go in the organization, they are clearer on what is expected of them as a leader. This can also support succession planning and quickly onboarding leaders into new positions.

• Finally, throughout the program participants have access to the instructors ensuring they receive feedback, ideas, and coaching in a way that models the principles in the course.

All the principles and techniques are based on the research of credible organizations such as Human Synergistics, Gallup, or Kouzes and Posner and backed by findings in human performance, motivation, emotional intelligence, and conversational intelligence. This gives the organization and the leader the confidence that the techniques (if applied consistently) are proven to get results.

When the participants take the program as a leadership team, they can embed these world-class leadership practices into their culture to create an even more constructive and high-performing culture where employees are highly engaged, there is high customer loyalty and high profitability.

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Curriculum

Coaching Engagement – Part 1- Year 1

1. Part 1 Month 1 Inspiring Performance
2. Part 1 Month 2 Leadership Impact
3. Part 1 Month 3 Communication Tools
4. Part 1 Month 4 Connection Meeting
5. Part 1 Month 5 Observing Performance
6. Part 1 Month 6 Coaching Performance
7. Part 1 Month 7 Coaching Non-Performance
8. Part 1 Month 8 Coaching Peers
9. Part 1 Month 9 Performance Management
10. Part 1 Month 10 Remote Teams
11. Part 1 Month 11 Sustaining engagement
12. Part 1 Month 12 Honing Performance

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Coaching Engagement corporate training program.

Coaching Engagement – Part 1- Year 1