Coaching & Difficult Conversations Course

Lesson 1 • What Feedback Actually Is

Clarify the definition and purpose of feedback beyond praise or criticism. Establishes shared vocabulary used throughout the course.

Lesson 2 • Types and Functions of Feedback

Leaders match feedback type to the specific performance situation.

Lesson 3 • The Psychology of Receiving Feedback

Examine how recipients process feedback emotionally and cognitively. Leaders anticipate defensive reactions and design delivery accordingly.

Lesson 1 • Timing, Frequency, and Delivery Mode

Determine when, how often, and through which channel to deliver feedback. Poor timing undermines even well-structured feedback messages.

Lesson 2 • The COIN and CEDAR Models

Introduce two alternative structured models for varied feedback contexts. Leaders select the model best suited to the complexity of the situation.

Lesson 3 • The SBI Feedback Model

Apply the Situation-Behaviour-Impact model to structure feedback statements. Leaders practise building complete SBI statements for real scenarios.

Lesson 4 • Observation-Based Feedback Language

Replace vague impressions with observable behavioural descriptions. Specificity is the foundation of all structured feedback models in this chapter.

Lesson 1 • The GROW Coaching Model

Apply the Goal-Reality-Options-Will model to structure management coaching sessions. Leaders guide team members through each stage without providing answers.

Lesson 2 • Coaching Session Structure and Contracting

Design a repeatable session structure and establish clear management coaching agreements. Contracting prevents scope creep and sets mutual expectations.

Lesson 3 • Management Coaching vs. Managing vs. Mentoring

Define the boundaries between three distinct leadership modes. Leaders choose the right mode based on the team member's need and situation.

Lesson 4 • Core Management Coaching Competencies

Introduce the essential skills that underpin every management coaching conversation. These competencies are applied in all subsequent coaching and conversation chapters.

Lesson 1 • Coaching Underperformers Without Micromanaging

Balance support and autonomy when coaching struggling team members. Leaders avoid the trap of over-directing, which undermines long-term capability.

Lesson 2 • Sustaining Progress Between Sessions

Design managerial accountability structures that maintain momentum outside formal sessions. Leaders use brief check-ins and progress tools to reinforce management coaching gains.

Lesson 3 • Organisational Performance Coaching vs. Development Coaching

Contrast the goals, tone, and structure of each management coaching type. Leaders avoid applying developmental framing to urgent organisational performance problems.

Lesson 4 • Diagnosing Root Causes of Performance Gaps

Use structured inquiry to identify whether gaps stem from skill, will, or environment. Accurate diagnosis prevents mismatched management coaching interventions.

Lesson 1 • Logistics and Environment Planning

Choose the right time, place, and format to support a productive conversation. Environmental factors significantly affect psychological safety and outcomes.

Lesson 2 • Clarifying Your Purpose and Outcome

Define the specific behavioural change or resolution sought before speaking. Leaders who lack clarity often derail conversations or achieve the wrong result.

Lesson 3 • Anticipating the Other Person's Perspective

Practice perspective-taking to predict reactions and prepare responses. Leaders who consider the other side reduce surprise and increase empathy.

Lesson 4 • Emotional Preparation and Self-Regulation

Develop techniques to manage emotional activation before and during conversations. Leaders who are dysregulated cannot think clearly or listen effectively.

Lesson 1 • The Mutual Purpose Management Framework

Apply the Crucial Conversations mutual purpose technique to align both parties. Leaders find shared goals that make resolution feel worthwhile to both sides.

Lesson 2 • Active Listening Under Pressure

Maintain genuine listening when emotions are high and stakes are real. Leaders who listen under pressure gather information that changes outcomes.

Lesson 3 • Navigating Emotion and Defensiveness

Respond to emotional escalation without shutting down or escalating further. Leaders use specific de-escalation moves to restore productive dialogue.

Lesson 4 • Reaching Agreement and Closing Well

Move from dialogue to concrete commitments and a clear path forward. Leaders close conversations with documented next steps and mutual understanding.

Lesson 1 • Addressing Interpersonal Conflict on the Team

Facilitate a conversation between conflicting team members or address conflict directly. Leaders distinguish mediating from taking sides.

Lesson 2 • Conversations About Behaviour and Attitude

Address toxic, disruptive, or disrespectful behaviour with precision and firmness. Leaders focus on observable behaviour rather than personality judgments.

Lesson 3 • Addressing Chronic Underperformance

Conduct a structured conversation with a persistently underperforming team member. Leaders document the conversation and establish a clear improvement plan.

Lesson 4 • Delivering Unwelcome Organisational Decisions

Communicate decisions the leader did not make and may not fully support. Leaders maintain credibility while representing the organisation honestly.

Lesson 1 • Measuring Feedback and Management Coaching Effectiveness

Identify metrics and signals that indicate feedback and management coaching are working. Leaders use data and observation to refine their approach over time.

Lesson 2 • Soliciting Feedback as a Leader

Model vulnerability by actively seeking feedback on your own leadership. Leaders who ask for feedback signal that it is safe for others to give and receive it.

Lesson 3 • Embedding Management Coaching Into Daily Leadership

Integrate brief management coaching moments into routine interactions rather than formal sessions only. Leaders shift from answer-giving to question-asking as a default mode.

Lesson 4 • What a Feedback Culture Looks Like

Define the observable characteristics of a team where feedback flows freely. Leaders use this vision to assess their current team organisational culture and set targets.