LEADERSHIP FUNDAMENTALS: Coach Your Team to Success | Kai Christen | Skillshare

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teacher avatar Kai Christen, Coach, Speaker, Advisor

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

15 Lessons (34m)
    • 1. Trailer

    • 2. Course Structure

    • 3. Your Role as a Coach

    • 4. Pink Elephant

    • 5. Course Project

    • 6. Intro STAR Coaching Method

    • 7. S for Situation

    • 8. S in Action

    • 9. T stands for Target

    • 10. T in Action

    • 11. A&R Actions & Results

    • 12. A&R in Action

    • 13. End with Kindness

    • 14. Best Practice

    • 15. Stay in the Conversation

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About This Class

In this course, Kai Christen will share with you his experiences and key insights when it comes to coaching your team members in such a way, that they live up to their full potential. He will especially highlight the biggest mistakes even experienced coaches make on a daily basis and how to avoid them. 

You will use the STAR Coaching Method (a simple 4-step approach) to get your team to the next level. The individual lessons are short, include possible coaching-examples and are to the point. This will give you much more space and time to apply your learnings in the "real world". The course will prepare you for any upcoming coaching sessions with your team members.

About Kai Christen:
Kai is an international Leadership-, Sales- and TED-Speakers-Coaches with more than 10 years of experience.  During this time, he worked with more than 5’000 people in 100+ different companies and universities all over Europe.

What will I learn? You'll learn how to...

  • create the right atmosphere for a coaching session
  • understand your role as a coach
  • motivate and empower your team through coaching
  • stay present during coaching conversations
  • to detect the pink elephant
  • use the STAR Coaching Method
  • put the theory into practice right away
  • be great coach with the right mindset
  • ...and more!

What are the requirements?

  • No prior knowledge of the subject is required

What is the target audience?

  • anyone who is new to the topic of coaching
  • anyone who is in a leadership position
  • anyone who is motivated to learn how to use the right strategies for coaching
  • anyone who is ready to help people growing
  • leaders who want to learn from mistakes others made for decades

Meet Your Teacher

Teacher Profile Image

Kai Christen

Coach, Speaker, Advisor


Hello, I'm Kai.

I am the founder of the Inside Out Movement and a Leadership-, Sales- and TED-Speakers-Coach with more than 10 years of experience. During this time, I worked with more than 5'000 people in 100+ different companies and universities all over Europe.

All my activities are focused on creating a world, where people embrace authenticity and therefore self-awareness as the most powerful way of growing themselves and their businesses.

See full profile

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1. Trailer: Hello and welcome to Discourse. My name is Chris. I'm a leadership coach from Switzerland. In the last 10 years, I coached over 5000 people in more than 100 companies and universities all over the world. In this course, I will teach you one of the most essential skills as a leader, the ability to empower your team through coaching, to create the results you want without you having to be there all the time and without you having to micromanage everything. You will learn this through a simple, four step approach that will help you to get this feeling off flow in your teeth. We'll even have an example off a real life coaching conversation that will help you to understand those four steps even better in the school project, you will actually coach a person in real life, so you yourself can experience the advantages off Koji. This course is for any current or aspiring leader wants to learn a simple coaching technique so they can create amazing results with 30. I am very much looking forward to have you in this class 2. Course Structure: So let's talk about the structure of discourse. The first step is gonna be that we're gonna talk about the foundation. So what is actually your role as a coach? Then we're going to talk about the pink elephant more about that later. And then we're gonna discuss the four steps off the star coaching method situation, target activity and results. All those four steps will be supported with examples. So you're going to see how is this playing out in the rial coaching conversation To finish it off? I'm gonna spend some time on talking about best practice since I've done hundreds of trainings have seen hundreds off good, but also hundreds of bad examples. And so I'm going to talk about the biggest pitfalls and the best practices that you can do to really succeed as a coach. So let's start with the class 3. Your Role as a Coach: So before we even go into the star coaching approach, the one we gonna use for coaching people, I want to set a few fundamentals on. The most important thing is what is your role as a coach? In my opinion, your role as a coach is to be a great listener, and that can be extremely difficult, especially at the beginning when you're in a coaching conversation and you really want to give the solution to the person in front of you. But that's actually not the perfect approach to do, because then you will not activate the intelligence, the wisdom, the creativity in your employees. You will just give them your solution on and like that you will always have a team that is not empowered. So you really make sure that you ask a lot of open questions that force people to think for themselves. The second thing is really set aside enough time. That means at least 22 60 minutes for a coaching conversation. It really also depends on the scope off the problem and also have a little bit off buffer at the end because there is nothing worse than coming to a really great rela vacation for the Coach E and then realizing, Oh, I just have two minutes left. That will create a mood off stress, which is not useful for a coaching conversation. The third thing connecting to stress is you need to be able to set a mood off relaxation. What that means is, if you come into a coaching conversation as a coach and your super stressed, you will create automatically a stressful in my environment, also for the coaching. So what you need to do is you need to check yourself. Where am I right now? Am I super stressed might not be the most useful time to go into a code coaching conversation, maybe take a walk around the block or whatever is the thing that makes you personally a little bit more relaxed and then go into the coach and conversation. And even in worst case scenario, if you really don't feel in space to coach, just you rather postpone that meeting than creating a destructive relationship with your employees. One last thing before you even start the conversation is think off the location, so I suggest maybe not a formal meeting room necessarily to have a coaching but mawr off a relaxed environment. Maybe in your corporation you have, like, a relaxation zone or something like that, where you don't sit like opposite to each other because that creates a kind of a feeling off a battle. So you much rather sit kind of like next to each other on the round table, for example, that creates a feeling off. We are co creating here something, and before I forget, have fun. Like if you if you can really enjoy this process of coaching somebody, if you are really curious about the other person, if you really are focused on helping, you will automatically create a great mood and automatically great things will happen for the coach E. 4. Pink Elephant: Let's talk about addressing the pink elephant in the room. This is actually almost like a superpower. If you can do that not only as a coach but as a leader in conversation with people in meetings, it is something that will just increase the effectiveness and efficiency off your communication. What do I mean by addressing the pink elephant in the room? A pink elephant can come in many shapes and forms. One thing that can happen is that your coaching might get stressed and you can feel it to you. You can see him being a little bit fidgety or her being kind off, kind of just not in the zone with you. And if something like that happens, a mistake that a lot of coaches are doing is they're not addressing the pink elephant. They're not addressing something that is obvious for both people. They try to ignore it on what the problem with that is, is that you're not present with the coach Ian that situation so the person will just not come up with effective and efficient solution for themselves that will be again just focused on the pink elephant that is in the room here. Another thing. Another example of a pink elephant can be somebody entering the rule. Another pink elephant can be you being stressed about something that might happen later today, or maybe actually happened yesterday. All those things. If you have the courage that you address those pink elephants, you will see that the efficiency off your communication will increase dramatically. And you will have just much more constructive coaching conversations. So in short, next time a distraction happens, simply address the pink elephant in the room. 5. Course Project: All right, let's talk about the project that you will create during this course. In short, it will actually be that you go out into re alive and coach somebody. So what you can do right now is think of a person that you want a coach. It could be either be a friend or an acquaintance. If you wanna have kind of a soft start into the whole thing or you can even take an employee as an example or training case. Andi really be open with this person about what you're going to do and that you're also new to this whole thing. Remember talking about the pink elephant in the room? If you're gonna be a little bit nervous, just address it. What will happen afterwards is you will get more and more tools on how to coach, and we will always link it with the project. So you will feel prepared when you actually go out and coach this person 6. Intro STAR Coaching Method: So let's talk about the centrepiece off this course. The star coaching method. The star coaching method is a four step approach on how to coach people. Why did I choose to talk about this methodology and not any other methodology is simplicity . These four steps are super simple to apply in everyday life. I've seen in hundreds of leadership trainings that, yes, there are more refined approaches. But the thing is, they're not application based. They're not focused on everyday life. They're focused on experts, So this four steps are super easy to apply. I myself used them all the time. So what are does first step star as stands for situation. So what's the current situation that the coach he is in second step t target? So what's the goal that the coach he has? What does he or she want to achieve? Third step A stands for activities? So what are the activities that the person needs to do in order to get from A to B in order to get from the situation to the target? On the fourth steps are the results. So what kind of results do result out off the activities that the coach he needs to take. We're gonna have a look at everyone of those steps. Also with examples. Don't worry about that. But just as an overview, we have four steps as stents for Situation T stands for target. A stems for activities are stents for results. So let me give you to specific examples or situations where you can use the star coaching method. The 1st 1 is the typical one on ones, so that means you have meetings with your employees on a regular basis. On there, you discuss challenges, etcetera there. It's a very good idea to maybe switch it up. And instead of just having the normal talk changed to a star methodology, so maybe even give them a preparation task that you asked them, Please, until the next time when we meet, tell me a challenge that you have and what we will discuss it together. That will be one option. A second option is maybe you need to give a feet back to an employee about something that behavior maybe that you don't really like, and you need to do that in a structured way. I have another course about feet back that you can check out about that. Just click on my profile and you will find it. So after you've given that feedback, this is actually great. Start for a coaching conversation because then you can help. Then you can facilitate the process for the employees to get to a newbie desired behavior. Basically, on this is also a super situation where you can use to start coaching method to help a person through that process. 7. S for Situation: So let's start with situation with the S off the star coaching formula. So before you even go into the coaching conversation, the person comes in. It's really important that you set a mood off relaxation, as we already discussed. This includes you express your gratitude. So you say thank you very much for taking the time because it's quite an investment. Often employees to take some time out of this busy working schedule to dig down deeper into a problem. Another thing that is important that you also openly say that you actually started something. You the star coaching methodology and you might not be perfect at this yet that also gives you kind of a feeling of relaxation, that you don't have to be perfect at coaching at the beginning, and then you guys sit down. You make sure the coach he takes notes, and then we go into the S during the first step to ask the situation. We want to find out what is the current situation off the coach E. Not necessarily only for us, but actually Florida Coach E. So he or she can really realize more. What are the different elements that they're playing out at the moment. That's why we are asking questions like, What is your current situation look like? What are the elements that are connected in that situation? What are your fears when it comes to situation X wise that so he or she can really understand and have new realization about his or her situation? Why is that so important? It is so important because I see a lot of times that people already create a target, so a goal for themselves before even deeply understanding what his or her court current situation is. And so the target goes into a wrong direction, especially when you are in a leadership position on the coach he just wants or maybe has, like a slight tendency to please you. So really dig deep in the situation. First, take 5 to 10 minutes to find out what's going on with your employees. 8. S in Action: So let's imagine the following scenario. My employee in this case, Sina. She had a challenge. She couldn't meet the deadline on a project. Let's call it Project. See, she didn't have any problems with projects A and B, but with Project C, she had some problems. I gave her a feedback on that because I realized that she couldn't meet the deadline. By the way, if you wanna watch a course about how to give a great feedback, you can just click on my name and you will find the course brackets closed. So we're now in the situation that I gave her that feedback maybe a day two days ago, and we decided, together we actually have to have an in depth conversation, more of a coaching environment about this. And this is really a great situation where you can use the star coaching approach because it's really good to dig deeper on the John Shut an employee has. So I already said hi to her. I make sure that we sit in the right positions are not in front of each other, but more next to each other, so we can co create the whole conversation on Now we'll start with some questions, so let's do that. So seen? Uh huh. As I already said, we we realized together that you have some challenges on projects. See, So can you tell me a little bit more about this situation? What happened there? Yeah. So I had five projects going on at the same time. Lots of deadlines. Yeah, and that's the one I missed because I didn't pay attention to forgot about it because it was very stressful. Hectic. Okay, so I actually didn't know that you had five projects. That's Ah, new info for me. So tell me a little bit. What? What? What specifically happened? So why do you have those five projects? It's, um, just new projects that came in and they needed elite for this. It was me. In a structured everything. I planned everything. But somehow this thing got for gotten Onda. What do you think? Why did that happen? Mm. Well, I think it was just too much going on at the same time. And I didn't have a clear head. I just tried to deliver a Skoda's the quality team on all of these, and and I guess this wasn't Yeah, I forgot about it. Let's just do a quick time out here. So maybe you've realized a couple of things, actually used mostly open questions so she could really answer. I tried to be as good of a listener as possible on day. One small thing you may be realized that she she had she needed some time to think. And we already talked about that before in the course, right? So it's really important to give your coach e that time to think so. I didn't jump in with a second question. I didn't try to ask some close question or anything. You just let it flow and let the person actually come up with their own thing. Other possible questions that I could ask here is, for example, eso What? What is what was it actually that really created this problem for you? Maybe also what we're like if she If I can see that she gets emotional, I could ask her also. What is the feet of what are you fearful about? Or what scares you about this project or where do you feel that most resistance? All those questions you will find them also in their attached documents really help you to dig deep. And as you could see, I also found out some new information that she actually didn't have three project, but five, if I wouldn't have asked and just assumed I might have gotten onto a completely wrong track and just tried to solve a problem that wasn't really solvable because we together we didn't know the situation. So I hope that helped a little bit. And we're gonna continue with these example sessions, also with the other three letters. 9. T stands for Target: So let's talk about the second step. T target. So what's important during this step is that you focus on the target that the coach he has , and here it is really important to take deeper than just asking. So what would you like to achieve? Which is also a very important question. Another question that you could ask is, What is your goal? Or until when would you like to achieve the state? Or how will you feel when you achieve this desired state? So these are all questions that help you, not only to make the goal tangible but also create emotional momentum. Also, during this state, I see a lot of coaches doing the mistake that day rush through this face so they don't make the goal specific enough. So I give you an example. If you give Coach E or if the coach he defines a goal, let's say he or she wants to get more organized. Andi. They will try to achieve that. It is not very tangible. But if you if the goal is to create a project plan within the next two weeks, that is very specific. And that is also much more motivating for a coach e to achieve 10. T in Action: So let's see how t the target plays out in a coaching conversation. So after we realized that Sena has five projects and that there is a lot to do, I will now move towards the goal oriented conversation. So, Sina, if you if you think about, let's say, two months from now, what would you like to achieve in these two months? I wanna finish the project a B C D. Successfully. Yeah, and yeah, have everybody on board and they live a good quality. But also it's It's so much right now. I don't know how to get there. It's just I wish they will be successful, which is not so much so I can see that you're a little bit overwhelmed. What is it that that gives you like the biggest headache at the moment? I feel like, um especially project. See where we missed the deadline. I also, especially as the team leader, I have to take responsibility. I just came back from a discussion with my team member Ryan. He's not on board. I have to take over his time fighting all the time. Yeah, this comes on top of that, so it takes and it sucks the energy out of me. Okay, So can I support you in any way, or what can I do for you? Uh, I think I just need to talk to Ryan again. Okay. And then also see what he needs to work better in this team. Okay. To self this first and get back to the tests. So a goal. If I understand you right, it's not only to finish project t, but also to have a discussion with Ryan. Yeah, To solve this issue, the sooner the better. Okay, Okay, let's take some notes. So the first thing is solving this issue, What else would be what else will be there? I m to structure the to restructure the project. Okay, so we're already almost into actions. But what is what is your goal in two months to have all the tasks done? Or can to finish this to be ready and clear for new projects? Okay. It's my main goal. Okay? Yeah. By when do you think you want to have that done? Well, the dead Linus and almost once. Yeah. So it should be done into. Okay, so let's stop here for a second. So as you could see, I asked her one or two questions about her goal on. We actually had to jump back into the situation again because there was some emotions coming up. You remembered a pink elephant that was one. So we talked about the pink elephant right now because otherwise I would just force it through and wouldn't actually see. So what is it? What is there, there, there? There seems to be another challenge. So I addressed before I went again to the target to the gold discussion. I went back to the situation and elaborated a little bit or duct deeper, a little bit more. And then another thing that also happened is that Sena already went into actions, which is completely natural. I'm so what I did. I tried to guide her through telling her. Okay, let's talk about the goal again to target again to get her back on track. So we have first specific target and then we go into actions. Um, another thing is also I asked her to take notes because it's very important. Not the coach has to take notes, as we already mentioned quickly, it's actually the coach E that has to take all the notes. All right, that was it about tea and let's continue 11. A&R Actions & Results: So let's talk about the last two steps, combined activities and results. So what we defined so far with the coach? He is the situation a the target B. And now we're gonna talk about how do we get from A to B? And for that you need activities and results. So in activities, you asked the coach e questions like So what do you need to do in order to achieve your desired state and what else and what else and what else? This is literally your best cheating question. You can. You can just ask your coaching this question over and over again, and you will activate the creativity within their brain. And they will come up with solutions today or activities that actually haven't thought off before and out off all those activities. There will be results coming out of it, right? So let's say the coach. He defines that they want to create a project plan or they want to get more organized. Let's say the result out of that would be the project plan so you could ask questions. So what are the results or intermediate steps that you need to take in order to achieve this activity. So as you can see, activity and results are very closely intertwined on. I wouldn't bother too much about really specifically making this differentiation anyways, but you will see in the attached pdf on how to go about those two steps as well. 12. A&R in Action: So again, we are in the conversation on we define the situation. We defined the target. Now it's about activities and results. And since they're very much intertwined, we're going to do them in one go. So what? I know from C nice that she hasn't met her, like, small deadline. But actually big that line, that is, in two months, she wants to reach, So I would ask her. So as you as you defined for yourself, you said you want to within the next two months, You want to finish also Project C. So what needs to happen in order for you to reach that deadline? Well, first, I need to talk to Ryan to resolve the conflict. Miss my teams together, and then I need toe replant the project. What? What do you need to do to get into conversation with, uh, Well, he's already gone today, so maybe yeah, I have to schedule a meeting. Yeah. Okay. Good. So that will be one things to schedule a meeting with Ryan. What else needs to be done? They re planning. So we have an overview. My team knows what happens when. So we're all on board to actually finish on the deadline. Okay. And how does that look like you re planning as he called it, Going to create a big project board with all the tests. Okay, on what do you think in in what form will it be? Will be I mean, digitally. Or is it more something you want to create in the real world, so to speak Now it's gonna be digitally because the whole team needs to have access to it. We need to Yeah, work on this. All right, so let's make a time out here. So what you've seen here is I asked her about actions and if if I felt like it wasn't specific enough yet, I tried to dig deeper. Also, you could see a little bit the difference between activities and results. So I asked her what she wants to do, and she called it a pre planning Andi. So I asked her, How does that look? Like to actually go more towards also what she wants to create. Like, what is the result out off that activity? And in her case, it will be a digital project overview. On a very good question, you can ask here. It's super easy. It's so what else do you want? Do? What else do you want to do? And that really helps the other person to get more creative on, to come up with other activities on how or solutions on how to realize the goal or or go towards ago. So what happens after our conversation? I would probably conclude with with another maybe round of gratitude, that she took her time to actually discuss it in depth on. Then I would set up a follow up meeting, probably a follow up meeting before the deadline, maybe two weeks before the deadline, so I could just see how is she doing what, what has worked, what activities have worked, what activities might have not worked, right? So Aiken, so I can just continue to support her. So that was actually already the whole coaching conversation. Off course, very condensed. You will find all kind of different questions attached in the forest below, so have fun with your first coaching conversation. 13. End with Kindness: So now that you've concluded the four steps, it is essential that you finish off with some gratitude. So really let the employee, the coach, he know that you're grateful that he or she took the time to go through this process with you. Also, it is important to really be clear on what the next steps are. So when will you guys see each other next? Or what are now the immediate steps that the coach he is taking. So make sure you have that in place. And now it is time to start with your own project. So you know now the four steps, we will talk a little bit more about best practice later. But you know the four steps now it's really time to try it out with your coach E that you chose at the beginning off this course. It is so essential that you just start training being coach because there is no other way to get good at it than to actually try to implement it as fast as possible. 14. Best Practice: So let's get to the best practice part of this course, especially what are the biggest mistakes that I see people make when they start doing Mawr coach Ing's. The first thing is that they don't prepare the questions enough, which means when they go into a coaching conversation, they they try to kind of wing it. And that doesn't work, especially at the beginning. So have your 56 key questions ready before you go into a coaching conversation? The second mistake I see a lot of people make is the opposite thing. So they get lost in structure. They try to really ask every question that they prepared to really try to stick with the star structure and by that almost forgetting about the coaching so they don't stay in the moment with them. So it is really important for you, in conclusion, to strike this balance between having being prepared, having your questions ready, but also letting them go and being in the moment. And how can you achieve that by its simple by doing a lot of coach ings, So really, get out there and do it another mistake. I see a lot of people make is that they ask a question, and then when they don't get an answer immediately, ask another question. Then they ask another question. And another question on like that. You confuse the coach e because he or she is actually thinking about solution in their head or an answer to your question. And when you ask another one, it kind of cuts their thoughts stream. So really, make sure you just ask one question and give it space so the other person can answer these air to really essential things that you have to consider when you do a coaching. 15. Stay in the Conversation: So we're almost at the end of this course. Eso Let's start the conversations. Or if you have any questions about the topic of coaching or coaching in the leadership context, please put them down into Q and a section also share your best practices. I'm really interested in hearing about your project. How is your project going? Maybe upload biggest three learnings that you have in the common section down below. If you want to see any other courses that we've created, please just click on my name and you will see them all. And now I want to just say thank you. Thank you. That you took the time to have a look at this course to go through the steps. And I hope to see you in another one soon. Bye bye.