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Sherry Leblanc

Sherry LeBlanc, MCC, CEC, is a confidante, coach and mentor to individuals, groups and teams in private, public and non-profit organizations and is a firm believer in the benefits of using a coaching approach to leadership. Her business acumen is complimented with a Graduate Certificate in Executive Coaching (2001) from Royal Roads University and she has been awarded the Master Certified Coach designation from the International Coach Federation. In 2012, Sherry was recognized with Leadership Victoria’s Leadership Excellence through Coaching and Mentoring Award. In 2016, Sherry was recognized and nominated for the ICF PRISM award for her role in designing and delivering her signature C.O.A.C.H. Approach coaching skills training program.

Coaching 101 - Foundation, Fundamentals, Framework

Whether you are looking to learn about coaching, wanting to introduce coaching into your workplace, or looking for a precursor to an in-depth coach training program – this is the course for you. You will learn what coaching is, as well as basic core-coaching skills and a framework for effective coaching conversations used by credentialed coaches. We will use a learning-in-action approach, offering small and large group discussions, coaching demonstrations and exercises to practice coaching skills in a range of scenarios.
$295.00

Coaching Conversations-A New Approach to Communicating in the Workplace

This skills-based training program is designed to equip leaders and managers to become more self-aware with core coaching skills and a framework to have coaching conversations in the workplace. Many organizations, researchers, and professionals have identified coaching as a critical leadership and management competency. Leaders who learn the foundation, fundamentals and framework of professional coaches can shift from a traditional managing mindset to a coaching mindset. As a result, trust strengthens, performance improves, and employee engagement increases.

Coaching for Performance

Let’s face it. We can’t manage someone else’s performance or motivate anybody to do anything. People manage and motivate themselves. If we understand why people do what they do, then we have a better shot at influencing their choices by modelling the performance standards we want, focusing on what we want more of, and being increasingly skilled and mindful in our conversations with team members, colleagues, and managers using encouragement, support, guidance and development strategies.