Corporate training & coaching · Hilversum, The Netherlands · delivered across Europe
Lead stream
Coaching for Line Managers is a one-day workshop that teaches managers a simple GROW-style coaching model and gives them enough live practice to use it in everyday conversations instead of solving every problem themselves.
Outcomes
The symptom is a queue. The same three people arrive at a manager’s desk with the same kind of question, the manager gives a good answer in ninety seconds, everyone leaves satisfied, and six months later the queue is longer rather than shorter. Managers who are promoted for being excellent at the work usually keep being excellent at the work, and their teams learn, quite reasonably, that the fastest route to a decision is to ask.
The cost lands in two places. The manager loses the week to problems the team could have solved, and the team stops building the judgement that would let them solve those problems next time. Most managers can see this happening. What they do not have is a structure for the moment someone says “what should I do?”, and a habit strong enough to survive a busy Tuesday. This workshop supplies both: one model, simple enough to remember under pressure, and enough repetition that using it stops feeling awkward.
The teaching is short and the practice is long. Louisa opens with about twenty minutes on the difference between telling, advising, mentoring and coaching, and where each of those genuinely belongs, because coaching is the wrong tool for a safety issue or a deadline in two hours. The four-stage GROW-style model goes up on the wall in the first hour and stays there for the rest of the day. Nobody is asked to memorise a theory of coaching.
After that it is practice with real material. Participants bring two live situations from their own teams, anonymised if they prefer, and those cases are what everyone coaches. People work in threes and rotate through three roles: coach, person being coached, observer. The observer works from a short checklist and reports back on what the coach actually asked, not on how it felt. Louisa stops rounds in progress when a question turns into advice wearing a question mark, which happens to almost everyone in the first round and much less by the fourth.
Everyone leaves with the same three tangible things, plus one that is specific to them. Nothing here is a workbook that goes in a drawer, because the plan names a real person and a real date.
A day of practice changes what a manager is capable of. It does not, on its own, change what they do when the inbox is full. That gap is where Pursue Your Potential does most of its useful work. Three follow-up options are available and can be chosen in any combination: individual coaching sessions with Louisa in the weeks after the workshop, for managers who want to work on a specific relationship; a 60-day check-in session where the group returns with what worked, what did not, and what they quietly went back to doing; and a short briefing for the participants’ own managers, so they know what to ask about and what support looks like. Most clients take the check-in at minimum. It is the cheapest way to find out whether anything has actually changed.
Still unsure whether this is the right fit? Ask directly. A short call usually settles it faster than a brochure.
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