Possibilities World

Assessing individual areas of growth & charting out customized professional development plans

We start off the program by exploring a model made famous by John Maxwell and examine how to move from a "Level 3 Leader" to a "Level 4 Leader".  Level 4 Leaders grow their leadership capacity by investing in others and developing their professional potential.  

Like any good starting point, we kick things off with an evaluation and planning phase where leaders will:

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• learn to identify natural strengths, prominent areas for growth, and personal motivators in each of their key team players, creating "coachee profiles" for each person on their team.  This creates the foundation upon which we can build tailor-made professional coaching programs for each teammate.

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• Starting with the "end in mind", we learn how to develop holistic coaching plans based on envisioned professional growth, and identifying key markers, skills gaps and behaviour changes we foresee for each coachee.  This will also involve identifying crucial resources and tools leaders will need to guide individual team members along their learning journey.​

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Strengthening active listening skills & the ability to ask powerful questions

At the heart of impactful and inspiring coaching is the ability to actively and non-judgmentally listen, and ask probing questions that lead to important moments of self-discovery and reflection.  Here, we practice skills in:

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• Active and empathetic listening where we are conscious of internal bias or pre-conceived judgment: paramount in effective coaching is the ability to create forums of trust where team members feel safe in expressing their true fears, concerns, resistances, aspirations and ideas.  As a coach and guide, leaders must learn to build awareness aroudn their own internal bias, releasing judgment, and homing in on empathetic listening.  This involves a competency in not only hearing what is being said, but also what is not being said, as well as what is being inferred throug body language and facial expression.

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• Developing powerful leading questions that allow both the leader and the coachee to identify root causes of professional blocks and bottlenecks, discover distinct mindsets and tools that work for that particular individual in their professional growth process,  and shed light on ongoing learning and ideas.

Setting goals, developing accountability and providing ongoing support

IWe close out the program by exploring how leaders can connect learning with action for their coachees.  In this final section of the workshop, we learn how to:

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• Equip coachees with specific action steps to move their goals forward: transforming self-discovery into actionable steps supported by relevant tools and concrete strategies is a pivotal component of impactful professional coaching.  Without arming team members with specific assignments where they can integrate their learning into their daily work lives through newly-discovered mindsets and practices,  coaching stops short of deep learning and transformational change.

• Conduct consistent follow-up, providing constructive feedback and ongoing support: regular check-ins are vital to the coaching process as they not only cultivate accountabilty in the coachee but allow leaders to  lend ongoing support, offer constructive feedback, address stumbling blocks, and chart ongoing learning and growth.  This workflow tells the coachee that they are valued and their professional development is instrumental for both themselves and the well-being of the business or organization.

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