Coaching Skills for Managers and Supervisors

An experiential introduction into
how and when to coach.

Coaching Skills for Managers
Presenter: Barbara McAllister, MS; MCC
Master Certified Coach, Consultant & Trainer

Expected Outcomes

  • An overview of the many hats a manager wears including the Coaching hat
  • Better understanding of what Coaching is; how it is different from mentoring; and when and why it is useful for managers
  • Seeing and hearing first-hand how to have Coaching conversations
  • Learning some of the most important Coaching skills
  • Practice Coaching
  • Getting “just-in-time” feedback on the Coaching
  • Support in creating a culture of accountability through Coaching


9:30-9:50 Introduction - Why are we having this training?

  • Impromptu Networking:  What is your experience with Coaching? 
  • Purpose & Outcomes for the day

9:50-10:15 Coaching as one of the many different hats you wear

  • What is Coaching? 
  • How does Coaching differ from mentoring and managing?

10:15 -10:45 Coaching Demonstration (Trainer coaches one attendee for 20 minutes)

  • Debrief on the Coaching conversation.  What did you notice? 

10:45-11:00 BREAK

11:00-11:30 Why is it beneficial for managers and supervisors to learn how to coach?

  • When is Coaching useful?
  • Why might Coaching be challenging for managers to learn and practice?

11:30-12:30 Practical Applications of Coaching with Live Demos

12:30-1:30 LUNCH

1:30-2:15 Introduction to Coaching Skills (Quick demos / exercises on some of the skills)

  • Presence
  • Creating a trusting environment
  • Active listening, including curiosity and paraphrasing
  • Powerful questioning
  • Encouraging accountability
  • Reframing/shifting focus
  • Planting seeds
  • Celebrating

2:15-3:4 5 Coaching Practice in Triads

We will have pre-assigned triads.  Each triad will have a coach, a coachee and an observer.  Every 15 minutes, members of the triad will switch roles.  The observer will have a checklist to guide them in what to look for in the coaching conversation (it will basically be the skills learned earlier).   The trainer will rotate around and observe the coaching and provide feedback.

Prior to the class, each participant will be asked to bring a real-life example they would like coaching on, in one of these types of areas:  a conflict between the manager and an employee; a conflict between EPA and another environmental agency; improving teamwork; reassignment of duties; or a manager who is concerned because the employee is behind in a deliverable they have promised to the manager or they are just plain stuck.

Debrief from coaching conversation. 

3:45-4:00 Next Steps to Continue Coaching Practice


Skills Building in Customized Training Classes

  • Giving and Receiving Feedback
  • Creating a Culture of Accountability
  • Transforming Workplace Drama Using the Empowerment Dynamic (TED*) and 3 Vital Questions
  • Planning and Leading Participatory Meetings
  • Building High Performing Teams using Disc and Patrick Lencioni's work