Seven Mondays, from 9 - 11am Pacific time

League V

For leaders navigating the human side of organizations—master direct conversations and develop others without burning out.


Andrea Mignolo

Executive Coach, MBA, PCC

Leader As Coach

Boston Consulting Group (BCG)

Chan Zuckerberg Initiative

Rippleworks

CIID Copenhagen Institute of Interaction Design | Copenhagen

You care deeply about your team. You want them to grow, to step up, to take ownership. But right now, it feels like you’re doing too much of the heavy lifting. You’re solving their problems, jumping in to fix things, working late to pick up the slack. And despite all your effort, people aren’t developing the way you hoped they would. You might also notice that you leave 1:1s drained of energy, important conversations keep getting pushed back, and your team tends to seek answers and permission more often than discovering their own. And you have probably tried a number of things along the way:• Giving people full autonomy and hoping they will figure it out• Being the fixer and problem-solver• Trying to gently give feedback (too gently)• Providing lots of context and hoping people will “get it”• Winging it in conversations• Leaning on your technical expertise• Always making yourself available&nbsp;• Taking on too much• Hoping annual or quarterly performance reviews will drive change• Trying to be everyone’s friend&nbsp;• Over preparing and planning for every conversation• Listening with no boundaries (e.g. conversations can go for hours) These approaches are incomplete because they don’t impact your mindset. Most leaders first learn a “management” mindset in which they see their job as solving problems, getting work done through people, managing the business, and communicating clearly. But people aren’t resources to be managed. They long to find meaning and ownership in their work, to stretch into new challenges, and to feel the satisfaction of a job well done. What is missing in your leadership practice is the developmental approach that coaching brings. This allows you to build the capacity of others to solve problems, develop their thinking, create conditions for growth, and have conversations that transform, while simultaneously creating more time and energy for yourself. In a small cohort of peers facing similar challenges, you'll learn foundational coaching skills, practice real-world conversations, and develop approaches authentic to your leadership style. Past participants report not just enhanced leadership effectiveness, but a fundamental shift in how leadership feels: more energizing, less draining, and ultimately more impactful. Scholarships and non-profit rates are available, simply mention your interest in the application form. Class size is limited to 20 participants.

Better Conversations, More Energy


Managers looking to integrate coaching agility into their leadership practice.

Executives who want to build strong relationships and trust through powerful conversations.

Leaders (whether you have positional power or not) who want to have better, more direct conversations at work.

Who is this course for

You'll immediately be able to apply learnings from the following topics

Establish a mindful, empowering “coaching presence”


Discern when coaching is the right leadership approach vs. directing


Utilize awareness and receptive listening to spur employee self-discovery


Ask powerful questions that shift mindsets and behaviors


Share observations so that they are received


Have structure to move through coherent coaching conversations


Use coaching to generate accountability and ownership


Integrate a coaching approach into day-to-day leadership


The secret to why helping your team is making you more exhausted and what to do instead


Go back to course content and recordings whenever you need to.

Lifetime access

Stay accountable and share insights with like-minded professionals.

Community of peers

Share your new skills with your employer or on LinkedIn.

Certificate of completion

We begin with a look at why coaching is such a critical skill for leaders, what makes coaching different in organizational settings, and the key characteristics of a coaching mindset. We’ll look at the key functions of leading, managing, and coaching and how they can work together to develop potential and build high-performing teams

Foundations of Coaching


Learn simple and effective tools to support you when you take on the role of coach. Increase your self-awareness, hone your powers of observation, share effective feedback, and learn to ask open and honest questions that can facilitate new insights and lasting change.

Listening, Observing, and Asking Questions


Emotions are real and they happen at work (and sometimes get us into trouble). The common tendency is to avoid them, but emotions are a rich source of information and meaning. Understanding how the brain constructs emotion, the role emotions play, and how to work with them can level up any coaching conversation.

The Neuroscience of Emotion


What does the arc of a coaching conversation look like? What happens in a coaching conversation? How do we start, how can we effectively navigate the middle, and how do we conclude? Students will have the opportunity to practice coaching conversations in small groups in a safe and confidential space in order to grow their coaching confidence.

The Coaching Conversation


Going deeper into the art of coaching conversations, the fifth week introduces the Learning Conversation Scale to help leaders understand when to coach and how to combine coaching with managing and leading. We'll look at a few case studies to understand these concepts in more detail, and engage in practice coaching conversations.

The Coaching Conversation II


In the final module students will learn how to integrate coaching conversations into the day to day tasks of leading, managing, and creating a culture of accountability. Folks will also have the opportunity to reflect on their experience, create a learning plan, and design experiments to deepen their practice of the coaching leadership style.

Integration


Course syllabus

What people are saying

Meet your instructor

To have effective and impactful coaching conversations, leaders must first make a shift in their mindset and approach. Foundations introduces students to the idea of a "coaching presence" as an impactful tool for coaching.

Session 1: Foundations of Coaching


Learn the two most important methods for having an impactful coaching conversation—sharing grounded observations and asking open and honest questions. We have lots of hands-on practice to get a good handle the methods, which benefit all kinds of conversations, not just coaching!

Session 2: Coaching Methods


This session introduces students to a simple and effective coaching model and gives them ample time to combine the model with the coaching methods learned in Session 2. A coaching demo by Andi wraps up the session to show how foundations, methods, and the model work together.

Session 3: The Coaching Model


This week students take everything they have been learning and put it into practice in the Coaching Conversations Lab. This is a safe and confidential environment where folks get hands-on practice in real coaching conversations.

Session 4: The Coaching Conversation 


In our final session we bring everything together from the past four sessions. We'll cover how to coach to career development, look at coaching in 1:1s, and create learning plans for what comes next in your development as a leader who coaches.

Session 5: Coaching at Work


Course Schedule 


This course builds on live workshops and hands-on practice.

Active hands-on learning

You’ll be practicing with other learners in break-out rooms, group discussions, and coaching demos.

Practice, practice, practice

Join a community of like-minded people who want to learn and grow alongside you

Course completed by

About this course

Get notified about the next cohort

Learn from live sessions