Incorporating coaching techniques into group trainings
Both coaching and group trainings are modern ways of development, for managers and employees in a company, as well as for any individual motivated towards personal and professional growth. Although they share a common purpose, these two development models have some crucial differences. At first glance one can notice that coaching techniques are mainly used in individual development, and even when applied to a team development, it is done so that the whole team is treated as a whole, unlike group trainings in which individuals have some similar developmental needs but other than that can be very heterogenic group, and often members don’t even know each other prior to the training. But there is another difference which is essential: while in trainings trainer designs process and brings, explains, teaches some new knowledge, in coaching coach has different responsibilities and roles: not to teach, but to create context for the individual to grow and to find his/her own answers.
Still, can coaching techniques be incorporated into group trainings as one of the teaching tools? If so, what should be taken into consideration? For what kind of groups and what type of attendants and with which training topics can one expect successful implementation of coaching techniques into group training? What adjustment of individual techniques must/can be done? These are the questions to which my lecture Incorporating coaching techniques into group trainings will provide some answers, based mostly on my experience in facilitating development and conducting group trainings.
Zrinka Hrupelj (Creativa d.o.o.), NLP trainer and NLP coach, creates and conducts group programs for personal and professional development for the past seven years. In 2012 Creativa d.o.o. celebrates 15 working years and as such is one of the oldest companies in Croatia specialized in Human resources development.
Zrinka Hrupelj, prof.
www.creativa.hr Executives, managers and leaders need to face great challenges. The high expectations of the working environment, pressure to succeed as well as the personal expectations on the path to success are increasing.
The fact that one has expertise is not enough to succeed. The questions is what needs a leader in order achieve excellence. What defines the difference between a guardian and a pro-activist, a leader who makes a difference?
The secret is a small adjustment of the external conditions and the using of NLP.
The change of 1 degree can make a difference. When boiling up water, the difference between 211 and 212 degrees Fahrenheit impacts the status quo: Water turns into gas; this is similar to the change for managers and executives through NLP.
This principle will be thoroughly discussed.