SPARTA COACHING

SPARTA COACHING SIMULATION OBJECTIVE.

  • Classify a personal penchant for one of four interactive graces
  • Grow an awareness of individual performance patterns
  • Acquire how those he or she coaches sight one
  • Create an action plan to apply in the place of work instantly
  • Identify strong points and weaknesses in the skills needed for operative coaching gatherings
  • Compare skill levels with a normative collection of managers from a wide range of businesses
  • Acquaint managers, supervisors, and team leaders with a seven-step model for effective coaching meetings
  • Support employees to improve their performance through effective performance coaching meetings
  • Size the development of coaching talents pre- and post-training
  • Present a innovative performance management classification within an organization
  • Evaluate the coaching strengths and weaknesses of different managers
  • Classify the collective skill level of bosses within an organization
  • Emphasize performance coaching skills after a training event
  • Inspect the effect and results of training using pre- and post-training scores


How it Works
Part I :

Coaching Class? Calculation starts with an 18-item portfolio that takes approximately 10 minutes to complete. Each of the 18 items is a pair of statements. With a limit of five points, assessment-takers allocate points between the two statements in each pair – indicating the degree to which they feel describes their behavior. Scoring the assessment reveals “Coaching Grace Shape” and a dominant preference for one or more four personality styles.

 


Part II :

To certify a truly fruitful coaching meeting, managers need to follow a seven-step process. Skilled managers recognize that the first step to active coaching is to create a relationship based on mutual trust. It’s the groundwork of healthy manager-employee relationships and the key to growth and performance. But that’s only the first step.

  1. Building a Rapport of joint trust
  2. Opening the meeting
  3. Attainment promise
  4. Exploring substitutes
  5. Receiving a commitment to act
  6. Treatment excuses
  7. Closing the meeting