(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

Effective Coaching

Effective Coaching might be understood differently depending on our own experience with Coaching, but the idea behind it is clear and simple.

It’s about enabling people to deliver at their best and to be effective. If you want to lead at your best and have your team deliver the best possible results, then effective Coaching will be highly relevant for you. Deciding not to make use of effective Coaching in your organization, either through training and upskilling leadership teams directly or by working with experienced external Coaches creates two types of risk.

One risk is related to falling behind other organizations that use effective Coaching to improve the way their leadership teams deal with “the human aspect” in the various problem-solving activities they are involved in.

A second risk is related to falling behind in attractiveness as an employer for top-talents and team members who want to be coached professionally throughout their career.

By properly applying scientifically proven and tested Coaching skills and methodologies, you will be able to apply effective Coaching in your organization and for your team. Being coached effectively also helps you to grow personally and to learn from your mistakes. In a world that gets more complex due to an increase of knowledge and technology day by day, being able to identify mistakes and correct them remains a major leadership requirement. And while self-reflection and emotional intelligence are still considered as a waste of time for some people in leadership positions, the thinking is shifting. From a way of thinking that views emotions as useless and hindering rationality and productivity to a thinking that takes them fully into account and recognizes their value in problem solving and decision-making processes.

This doesn’t mean that you will learn how to apply psychological and neuroscientific knowledge as a medical skill. It also won’t turn you into a psychologist. Instead, it will enable you to better understand human emotions and how effective Coaching helps to solve business problems by addressing the “human aspect” first.

The training addresses one of the most significant business processes of all, the problem-solving process itself. This process is relevant for everyone working in a leadership position, from (top) management to department head and team leader. At the broadest level, every problem-solving process consists of three major phases: Problem – Solution – Implementation.

The bad news is: The process fails a lot of times in a lot of organizations around the world – both for small scale problems and for large ones. And it can fail in any of the three phases – the problem phase, solution phase or implementation phase.

Looking at the business aspect, a failed problem-solving process can cause an organization to lose ground to its competitors, to fall behind in innovation, to not adapt to new technology or to lose money through loss of productive time and high employee turnover.

Looking at the human aspect, a failed problem-solving process causes frustration among those involved. This often leads to fighting over arguments, resources, decisions, mistakes and responsibilities, just to name a few consequences.

While the business aspect of a failed problem opens up a huge area of different topics and processes, the human aspect of a problem always leads to an emotional core. And despite a future outlook with more automated business processes, there are no signs that human emotions become less relevant overall. And with human emotions remaining a crucial component for leaders to actively deal with, the question arises how to do so most effectively?

This question leads to the purpose of this training program, which is to enable leaders in organizations to become better at mastering the emotions involved in the various day-to-day problem-solving activities. Both their own emotional states through self-reflection and being coached and the emotional states of their team members through leading teams and coaching others. This matters to organizations because better problem-solving results and increased employer attractiveness lead to better business performance.

In the first part of the program – month 1 to 7 – you will be introduced to the underlying psychological processes of Coaching and how (neuro)science explains the difference between a random Coaching and an effective one.
This includes an introduction to the different emotional states and leadership styles connected to those states. The training then moves on to the EFFECT principle of successful problem-solving results.

The first step is the inner Effect – our inner thinking and our own emotional responses to a challenge. These responses are either working for or against us in any given situation and they can be influenced to work in our favor. The outer EFFECT consists of identifying the core of a problem (Core Effect) and the best approach to solve a problem (Result Effect).

These two are closely connected as even the best solutions become ineffective if they solve an unimportant problem.

The output of the first part of the training program is a personal “Challenge Map” for each participant. It included a list of challenges with priorities and where these challenges currently stand in the problem-solving process.

The second part of the program – month 8 to 17 – is all about skill development and learning the various coaching skills.

The program is designed in a way to focus on those Coaching skills that help you and your team become more effective problem solvers. The skills include questioning skills, emotional resources and regulation and inner team leadership. In order to master these skills, two guided practice workshops have been planned into the program.

In the third part of the program – month 18 to 24 – we will apply effective Coaching on real leadership challenges that a participant faces. This way the program is much more than academic theory related to how effective Coaching works. It’s the application of skills in real business situations and thus with real consequences. You will see results right after your first Coaching process and will be able to take adjustments to improve your skills.

Instead of being stuck with emotional struggles between team members or departments, more management attention can be shifted to the business side of the problem. And business problems can be solved with more ease and confidence as soon as the emotional barriers and blockades in people’s heads have been addressed in an effective way.

Once you see the positive outcome this approach has for yourself and your team, you can consider passing the skills on to those in your team who are leading others. And whenever you are stuck in the process or something doesn’t work as you had expected it, you have access to tutorial support and coaching.

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Curriculum

Effective Coaching – Part 1 – Year 1

1. Part 1 Month 1 Neuroscience & Coaching
2. Part 1 Month 2 Needs & Goals
3. Part 1 Month 3 Leadership styles
4. Part 1 Month 4 Emotional