Coaching Leaders – Workshop 6 (Coaching Engagements)
The Appleton Greene Corporate Training Program (CTP) for Coaching Leaders is provided by Dr. Jinks, PhD, MBA, BCC Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
As an award-winning professional photographer, Dr. Jinks knows the value of viewing challenges through the right lenses to achieve success. After a successful 22-year career in organizational leadership, Dr. Jinks changed lenses to serve leaders from another perspective. Today, he coaches and trains leaders and coaches in both the social and corporate sectors. He is Founder and President of a coaching and training organization based in Columbia, SC. Dr. Jinks is a multi-best-selling author and member of the National Association of Experts, Writers, and Speakers. This Coaching Leaders program is based on Dr. Jinks’ Organizational Leadership Coaching Training (OLCT), a 30-hour, CCE-accredited online program that certifies coaches.
With a Ph.D. in Organizational Leadership, Dr. Jinks regularly contributes to Forbes.com as a member of the Forbes Coaches Council. He is a Board Certified Coach, certified adjunct coach and trainer with Leadership Systems, Inc., and certified Influencer™ trainer with VitalSmarts®. He is also certified as an Academy of Choice coach. He is a teaching supporter of the Right Question Institute and holds a Harvard Business School Certificate in using the Question Formulation Technique™ (QFT).
Dr. Jinks has been featured as a GameChanger® and a Master of Success® in USA Today and The Wall Street Journal respectively, for his fresh take on strategy and leadership through a strategic coaching continuum. He was recognized as one of the Top 10 Most Influential People in Leadership Coaching by CIO Views Magazine, and as one of the 10 most successful leadership coaches to watch in 2024 by Enterprise Wired Magazine. His speaking stages range from The Citadel to Universal Studios, and from TEDx to The United Nations. Dr. Jinks’ globally-acclaimed podcast, The Leadership Window is a Feedspot Top-10 podcast for social sector leadership.
Dr. Jinks’ rapid success as a coach earned him a spot as keynote speaker at the Global LEAP Summit and an invitation to co-author a book, along with such master coaches as Marshall Goldsmith, Mark Thompson, Marc Steinberg, and Chicken Soup for the Soul creator Jack Canfield. Dr. Jinks’ work with Canfield on their second collaborative book achieved Amazon best-seller status in its first week and earned Dr. Jinks an Editor’s Choice Award for his contribution. Dr. Jinks’ signature solo work is titled “Strategic Fail: Why Nonprofit Strategic Planning Fails, and How to Fix It,” which premiered on Amazon as a #1 New Release in February 2018. The 2nd edition is currently in development.
MOST Analysis
Mission Statement
The coaching skills learned in this program are valuable in both formal and informal settings. Coaching is a mindset before it is an activity, event, or process. However, the formal engagement process is a powerful mechanism, and this training program seeks to ensure that leaders effectively navigate the experience in such a way that increases the likelihood of coachee success. This workshop covers the key components used throughout the engagement, such as the assessment, goal setting, the Leader Plan, evaluation, and the actual scheduling and structure of coaching sessions. Leaders will learn and practice the art of moving through the coaching cycle repeatedly, with an emphasis on where the cycle is linear and where it is nonlinear. This is also where the leader learns their role in developing the accountability of the coachee. The primary objective of coaching is to build ownership on the part of the coachee. This includes ownership and the identification and articulation of the goals, ownership in the generation of ideas and solutions, and ultimate ownership in the commitments to action that lead to goal accomplishment. Participants will learn how each coaching session builds on the one before it, working iteratively over an extended period toward agreed-upon objectives. Finally, we will spend time in this workshop helping leaders and managers reconcile and align their role in performance appraisal as a manager with their role as a thought and accountability partner – their coach.
Objectives
01. Determining Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Initial Assessment: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. The Leader Plan: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Session Design (Blueprint): departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Issue Prioritization: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Session Flow: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Session Adaptability: departmental SWOT analysis; strategy research & development. 1 Month
08. Ongoing Evaluation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Repeated Cycle: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Ensuring Accountability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Coaching Roadblocks: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Between Sessions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Determining Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Initial Assessment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. The Leader Plan: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Session Design (Blueprint): Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Issue Prioritization: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Session Flow: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Session Adaptability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Ongoing Evaluation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Repeated Cycle: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Ensuring Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Coaching Roadblocks: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Between Sessions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Determining Purpose.
02. Create a task on your calendar, to be completed within the next month, to analyze Initial Assessment.
03. Create a task on your calendar, to be completed within the next month, to analyze The Leader Plan.
04. Create a task on your calendar, to be completed within the next month, to analyze Session Design (Blueprint).
05. Create a task on your calendar, to be completed within the next month, to analyze Issue Prioritization.
06. Create a task on your calendar, to be completed within the next month, to analyze Session Flow.
07. Create a task on your calendar, to be completed within the next month, to analyze Session Adaptability.
08. Create a task on your calendar, to be completed within the next month, to analyze Ongoing Evaluation.
09. Create a task on your calendar, to be completed within the next month, to analyze Repeated Cycle.
10. Create a task on your calendar, to be completed within the next month, to analyze Ensuring Accountability.
11. Create a task on your calendar, to be completed within the next month, to analyze Coaching Roadblocks.
12. Create a task on your calendar, to be completed within the next month, to analyze Between Sessions.
Introduction
The coaching skills taught in this program are designed to be applicable in both formal and informal settings, reflecting the idea that coaching is primarily a mindset, not just a process. While the structured elements of formal coaching engagements, such as goal setting, assessments, and scheduling, are critical, the mindset of a coach underpins every interaction, whether in a formal session or in day-to-day leadership.
This program emphasizes how leaders can guide coachees through the coaching process effectively, ensuring success by fostering ownership and accountability. Participants will learn how to navigate the coaching cycle, from initial assessments and goal-setting to the creation of the Leader Plan and ongoing evaluation. A key focus is helping leaders understand where this process is linear, building step by step, and where it may need to adapt and become nonlinear to meet individual needs and circumstances.
One of the central goals of this workshop is to teach leaders how to empower their coachees to take ownership of their development. This involves not only setting and articulating goals but also encouraging coachees to generate their own solutions and commit to actions that drive progress. By fostering this sense of ownership, leaders help their coachees develop greater accountability for their personal and professional growth.
Additionally, the program explores the often complex relationship between the leader’s role as a coach and their responsibilities in performance appraisal, helping leaders balance these dual roles effectively to support both accountability and development.
Evolution of Coaching Engagement: From Mentorship to Modern Leadership Development
The concept of coaching engagement, especially in leadership and organizational settings, has evolved through various stages of history, drawing from a range of influences in mentorship, psychology, and management theory. While the formal process of coaching as a structured engagement is a relatively modern development, its roots can be traced back through centuries of human interaction focused on guidance, personal growth, and development. To understand the historical context of coaching engagement, it’s crucial to explore how these early influences shaped the structured, goal-oriented processes we see in modern leadership coaching.
Early Mentorship and Informal Engagement
Coaching engagement, at its heart, is a formalized evolution of the informal mentorship and guidance that has existed for centuries. In ancient times, figures such as Socrates engaged in what we now recognize as early forms of coaching through the Socratic method. By asking thought-provoking questions, Socrates encouraged self-reflection and deeper personal insight, helping individuals discover answers within themselves. While not formally structured, this method set the foundation for modern coaching by emphasizing active engagement between mentor and mentee, similar to the interactions between coach and coachee today.
In various religious and philosophical traditions, mentors also played crucial roles in guiding their disciples. These relationships were not solely about imparting knowledge; they were about fostering self-discovery and personal growth. Mentors often helped mentees explore their own potential and develop their own solutions to challenges. This type of engagement focused on trust, support, and the building of strong relationships—a hallmark of effective coaching even today.
While these early forms of mentorship lacked the structured frameworks of modern coaching engagements, they shared the same core principles. The focus was on creating a space for learning, exploration, and personal development. These informal relationships laid the groundwork for the formal coaching practices that have become central to leadership development today, where the coach facilitates the coachee’s journey toward greater self-awareness, accountability, and growth.
Case Study: Socrates and the Origins of Coaching Engagement
The ancient Greek philosopher Socrates (469–399 BCE) provides one of the earliest and most relevant case studies for understanding the evolution of coaching engagement through mentorship. His approach to teaching and mentoring, known as the Socratic method, laid the foundation for what we now recognize as modern coaching techniques. Socrates did not rely on formal instruction or the transfer of direct knowledge. Instead, he engaged his students in critical dialogue, asking probing questions that encouraged self-reflection and insight. His method exemplifies the informal yet intentional engagement that would later become a hallmark of modern coaching.
In one of his most famous dialogues, The Apolog