The Coaching 360 Revolution

Send us a text

Welcome to Coaching Conversations

We have created a NEW and Innovative line of books called Workplace Coaching Books. These books use QR codes with embedded audio and video lessons speaking directly to the reader. Each book comes with assessments and journal based coaching pages where they document what they've learned and what they've applied. In addition each book comes with the self analysis link that prompts them to share what they've learned and what they've put into action leading to greater learner application a

Progress Coaching 360 is a dynamic leadership development system that equips managers and teams with powerful coaching skills through a blend of training, real-time practice, peer learning, and feedback. It combines expert-led instruction, a train-the-trainer model, group coaching certification, and monthly coaching pods where leaders practice, share wins, and tackle challenges. With built-in accountability and hands-on application using Coaching Cards and best practice sessions, Progress Coaching 360 turns coaching from theory into action—building a sustainable culture of growth, feedback, and performance.

Progress Coaching 360 teaches leaders how to coach and employees how to develop coachability skills. This unique combination helps build great workplace cultures.

Get More Info Here: https://form.jotform.com/251187914739165

Episode Transcript

Speaker 1 (00:00):
Let me introduce you to a concept called Coaching 360
.
How do we bring coaching fullcircle inside an organization?
Number one we have to establishgoals, metrics, imperatives.
You never want to start acoaching program unless it's
tied to something, whether it becorporate values, maybe a sales

(00:24):
initiative, maybe a customerservice, a call to action or a
mantra, whatever it might be.
You have to start out with anestablished set of imperatives.
Number two you have to trainleaders to coach, not just to
learn how to coach, yet how tocoach to those business
imperatives.
Number three how do we getemployees to receive coaching

(00:47):
and feedback specific to whatthe leaders expect, as well as
those business imperatives?
Number four measure, measure,measure.
Now, I'm not a fan ofmeasurement right out of the
gate, because essentially, whatwe're asking leaders to do is
learn a new language, and a lotof times, when we measure so

(01:08):
quick, so often, people start tocome up with these statements
such as well.
I don't know if it's going towork.
Coaching works.
I can save you the time.
It takes time to get there.
Now, how do you accelerate that?
Leaders being trained is onething.
Leaders have to practiceconversations.
I'm going to say it Oftenleaders show up and throw up.

(01:31):
They simply show up and throw up.
They're not well prepared.
Can you imagine someone with anegative attitude looking at
them and saying, john, yourattitude, I'm just getting
really frustrated.
Guess what just happened?
That employee just went into adefensive mode Versus someone
saying, john, what are you goingto do to successfully engage

(01:52):
with your teammates and what canI do to assist you?
The second one's going togarner a much different reaction
.
So 360 is about how do you bringit full circle.
So when you measure, you've gotto look for those strengths,
celebrate them, wallpaper thecompany with them.
Number two find the gaps.
Address the gaps with coaching.
The greatest thing that we cando is bring coaching full circle

(02:16):
.
It has to start with whatyou're trying to accomplish.
So think about your metrics,think about your imperatives,
think about your corporatevalues, think about the things
that you need to do and how cancoaching drive those?
And how can employeesapproachability and coachability
in alignment with that coachingdrive the process as well.

(02:40):
And then, when we measure, howdo we use measurements not to
say yay or nay?
How do we use measurements notto say yay or nay?
How do we use measurements totruly understand what's working
and what needs to be tweaked.