Performance That Sticks: Coaching, Delegation, and Development Course

Lesson 1 • Diagnosing Performance Gaps

Introduces a root-cause framework to distinguish skill gaps from will gaps and system barriers. Accurate diagnosis prevents misapplied interventions.

Lesson 2 • The Manager's Role in Performance

Defines the manager's accountability for enabling, not just evaluating, performance. Shifts mindset from judge to architect of conditions for success.

Lesson 3 • Defining Performance in the Workplace

Clarifies the difference between output, behaviour, and potential as performance dimensions. Grounds all subsequent coaching and delegation decisions in measurable terms.

Lesson 1 • Active Listening in Coaching

Develops listening as a deliberate skill beyond passive hearing. Connects accurate listening to better diagnosis and stronger coaching outcomes.

Lesson 2 • Coaching Mindset and Presence

Establishes the internal orientation required before any coaching technique can work. Covers curiosity, non-judgment, and full attention as foundational stances.

Lesson 3 • Structured Coaching Conversation Models

Introduces repeatable conversation frameworks that give coaching sessions direction and closure. Learners apply a model to a realistic workplace scenario.

Lesson 4 • Powerful Questioning Techniques

Teaches question types that expand thinking rather than direct it. Learners practise moving from closed to open to reflective questions progressively.

Lesson 1 • Preparing for a Difficult Coaching Conversation

Structures the preparation process so managers enter hard conversations with clarity and composure. Reduces avoidance and improves conversation quality.

Lesson 2 • Building a Performance Improvement Plan

Covers the components of a credible, actionable improvement plan. Learners practise writing SMART goals tied to observable behaviour change.

Lesson 3 • Identifying Underperformance Early

Teaches managers to spot performance decline before it becomes a crisis. Early signals and data patterns are linked to timely coaching action.

Lesson 4 • Conducting the Performance Coaching Session

Guides managers through a step-by-step approach to the improvement conversation itself. Balances directness with empathy to maintain trust.

Lesson 1 • The Delegation Conversation

Teaches managers how to brief a delegation assignment so expectations are clear and motivation is high. Covers authority, boundaries, and success criteria.

Lesson 2 • Levels of Delegation Authority

Introduces a spectrum of delegation levels from full direction to full autonomy. Learners practise selecting the appropriate level for each situation.

Lesson 3 • Matching Tasks to People

Provides a framework for deciding what to delegate and to whom based on skill, will, and workload. Prevents both under-delegation and overload.

Lesson 4 • Oversight Without Micromanagement

Develops a monitoring approach that maintains accountability without undermining autonomy. Connects oversight discipline to employee motivation and retention.

Lesson 1 • Flexing Style Across a Diverse Team

Integrates situational leadership across a whole team with varied readiness levels. Learners practise managing style-switching without appearing inconsistent.

Lesson 2 • Delegating to High-Readiness Employees

Focuses on the full-autonomy end of the spectrum and the risks of under-delegating to top performers. Covers how to keep high performers engaged.

Lesson 3 • Directing Style for Low-Readiness Employees

Covers when and how to use a high-direction, low-support style effectively. Prevents over-coaching employees who need clear instruction first.

Lesson 4 • Situational Leadership Fundamentals

Introduces the core model linking leadership style to employee development level. Establishes the diagnostic skill of reading readiness accurately.

Lesson 1 • Understanding the 70-20-10 Development Model

Introduces the research-based framework distributing development across experience, exposure, and education. Shifts focus from training courses to on-the-job growth.

Lesson 2 • Designing Stretch Assignments

Covers how to select and structure on-the-job experiences that accelerate growth. Connects stretch assignment design directly to delegation practice.

Lesson 3 • Leveraging Mentoring and Peer Learning

Builds the 20% social learning component through structured mentoring and peer relationships. Managers learn to broker these connections intentionally.

Lesson 4 • Writing and Reviewing Development Plans

Provides a template and process for creating written development plans that stay alive. Covers review cadence and how to adapt plans as circumstances change.

Lesson 1 • Identifying Individual Motivators

Teaches managers to uncover what drives each team member through conversation and observation. Replaces assumptions with evidence-based motivational strategies.

Lesson 2 • Re-engaging Disengaged Employees

Provides a structured approach to diagnosing and reversing disengagement before talent is lost. Connects re-engagement tactics to coaching and development tools.

Lesson 3 • Recognition and Reinforcement Strategies

Builds a practical recognition toolkit that goes beyond formal reward systems. Covers timing, specificity, and personalisation of recognition.

Lesson 4 • Designing Motivating Work Conditions

Covers the job design levers managers control to increase intrinsic motivation. Links autonomy, mastery, and purpose to delegation and development choices.

Lesson 1 • Characteristics of a Coaching Culture

Defines what a coaching culture looks like in practice versus in aspiration. Provides diagnostic criteria managers can apply to their own teams immediately.

Lesson 2 • Developing Peer Coaching Capability

Equips managers to build coaching skills across the team, not just within the manager role. Peer coaching multiplies development capacity without adding headcount.

Lesson 3 • Sustaining the Culture Through Change

Addresses how to protect coaching culture during organisational disruption. Builds resilience into the performance management system.

Lesson 4 • Embedding Coaching into Team Rhythms

Shows how to integrate coaching conversations into existing meetings and workflows. Reduces the perception that coaching requires extra time.