Learn How To Become An Emotion Coach [Emotional Intelligence] | Nicole Le Maire | Skillshare

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Learn How To Become An Emotion Coach [Emotional Intelligence]

teacher avatar Nicole Le Maire, Modern People Ops for remote teams.

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

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

3 Lessons (12m)
    • 1. What Is Emotional Intelligence

    • 2. Learning To Become An Emotion Coach

    • 3. EI Coaching Framework For Learners

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About This Class

Most people have to work with other people. No matter how enjoyable a job is, it can become stressful and unfulfilling or downright miserable if human relationships break down. The first thing to realise and accept is that you cannot change other people. All you can do is to change yourself!

When someone says or does something to annoy you, the annoyance is not in the thing being done, but in your response to the thing that is being done. Things and actions are not in themselves annoying - the annoying lies within ourselves, in that response.

Developing emotional capabilities means unlearning old habits of thought, feeling and action. It also involves commitment, motivation, sustained effort and practice.

Nicole, Director @thepeopleengine focuses on the basic EI Coaching Principles in this class. It goes into the background of EI and why it is important to develop it, also introducing core EI skills and allowing learners to practise. And supporting learners to apply the tools back on-the-job.


Check out some of Nicole's other courses on Skillshare:

Achieving Excellence Through Collaboration and Culture Change

The Ultimate Employee Brand Advocates Course


What Is Emotional Intelligence?

Building Emotional Intelligence

Learn How To Become An Emotion Coach [Emotional Intelligence]

Develop An Effective Emotional Intelligence Programme For The Workplace


Managing The Freelance Workforce - Course Sections 1 and 2

Managing The Gig Workforce - Course Sections 3 and 4

Manage The World Wide Workforce - Course Sections 5 and 6


Managing Multiple Generations

The Future Of Work With Multiple Generations

The Perceptions And Similarities Of Multiple Generations

Cross-Generational Conflict Solutions


Introduction To Training The Trainer - [Styles of Training]

Understanding Adult Learning

Design A Learning Experience - [A Course, Workshop, Training]


Modern Human Resources, Mini-lecture

The Role Of HR Is Evolving

Short Guide For Digital HR


Introduction To Organisational Design And Development

What is Organisational Design?

What Is Organisational Development?

Meet Your Teacher

Teacher Profile Image

Nicole Le Maire

Modern People Ops for remote teams.




Today, the world is our workspace and online collaboration is my passion. I share it with businesses and their team(s) and help them implement, manage and enhance remote working practices.

Hi I am Nicole, an entrepreneur (https://bit.ly/AboutPortfolio) with lots of experience in people operations management.

Remote working and distributed teams were my “thing” long before it became “a thing.”

Nowadays, this term is used everywhere. I believe that this is more than a trend, it needs to be supported by expertise and experience which is why I am here to guide and assist.

In other words, I design, create and support modern people operations internationally helping global professionals to work effectively togethe... See full profile

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1. What Is Emotional Intelligence: The ability to solve quadratic equations may be a function of a person's i Q. But the ability to deal with every day job stresses shifting priorities. Demanding customers in difficult co workers is a function of e que or emotional intelligence with the risk of over simplifying. Emotional intelligence is the dimension of intelligence. Responsible are Billy to manage ourselves and our relationships with others. There are five components of emotional intelligence. They include a well honed timing for emotional expression and emotional control, empathy, brothers social expertise that allows us to develop strong working relationships, personal influence that helps us advance our purpose with others and integrity that aligns us with our lives Purpose. In fact, those employees who score high on the E que scale work with the different yet vitally important kind of intelligence. That is not to say that intellect or like you, is not important. Intellect has proven invaluable and will continue to be invaluable to drive our business to success. But if we want to soar beyond our present horizons, we must blend the progress that we have made in business using intellect and I Q. With the invaluable competencies of emotional intelligence or CQ. It is our emotional intelligence that will solve our retention and morale problems, improve our creativity, create synergy from teamwork, speed our information by way of sophisticated people. Networks, drive our purpose and ignite the best and most inspired performance from our people. 2. Learning To Become An Emotion Coach: learning to become an emotion coach. E Coach is an important e I capability. The changing shape of organizations means that we need new types of leaders. Organizations need emotionally intelligent managers who will help to develop the competencies and commitment to work together in the new knowledge economy. In terms of the I, being an e coach means helping others, too develop their emotional capabilities. Resolve differences, solve problems, communicate effectively, become motivated. The growth in the popularity of coaching means that this step is a crucial capability and a measure of an effective coach. An E I coach needs to know what coaching means, what the coaching process entails and what relevant models to use, how to manage the relationship and agree on the boundaries we're coaching fits within the overall scheme of things if part of an organizational program, how people respond to change and how to overcome resistance to change how people learn and how to assess differences in learning styles, how to apply different psychological models and ways of assessing values, beliefs, motivation, personality and emotional intelligence. What competencies need to be developed either personally or for a specific job role? Annie I coach needs to be able to actively listen. So what is being said and not said? Use your intuition. Use different questioning techniques to get beneath the surface and challenge the underlying problem, not the surface issue. Influence. Persuade and challenge. Engage in problem solving and use creativity. Techniques to help the learner think outside of the box. Have good personal management skills. Help to set goals and identify possible strategies. Helped put together an action plan to identify enablers and disable ER's towards achieving their goals. Both behaviors do you need to demonstrate you need Teoh Demonstrate empathy and capacity to build report Act as an e. I role model. Be nonjudgmental. Maintain confidentiality. Sign post other sources of support. Recognising your own limitations and gaps in learning continually engaged in critical evaluation of your own performance and take action. Be committed to your own personal and ongoing development. Continually seek to build confidence and self esteem. What qualities and experiences should you possess. Experience of supporting learners, experience of being coached or men toward a sense of humor, tact and diplomacy, ability to demonstrate integrity, capacity to show evidence and persistence and resilience. There has been an explosion in approaches to coaching, with everyone claiming to offer the ideal model to help people achieve their personal, professional and life goals. In practical terms, you need to use a model or framework that addresses four key elements. An assessment of where the learner is now. Identification of where the learner wants to get to planning how to get there. Feedback on results. Key elements of the E Coach eight step framework. You can use the eighth step framework for the coaching program and for individual sessions , meeting essential key elements of an assessment of where the learner is now. Identification of where the learner wants to get to planning how to get there. Feedback on results. Remember, I Q plus E coaching equals competencies plus e. I equals performance, productivity and prosperity. 3. EI Coaching Framework For Learners: eight step model for coaching learners on EI. An explanation of the eight steps follows one diagnosis meet with the learner and their sponsor, too established benchmarks and objectives for the program. Typically, assignments include coaching for skills and performance, coaching for career development and personal growth. Coaching for life work balance. Give the individual of questionnaire to complete. The person is asked to rate themselves as to where they are now along the set of personal, professional and emotional competencies and where they need to be agree of coaching contract between the learner and organizational sponsor. This specifies outcomes of the program and what support will be provided by the coach, the individual and the organization and the confidentiality aspect to Alliance. This is the first meeting during which the purpose of the coaching is outlined. A clear set of objectives is agreed. Using Posey Specific assessment tools are identified. Three assessment here in audit is undertaken of existing and desired competencies, strengths and weaknesses. As the e coach use plenty of open questions reflect and summarized to help the learner explore themselves and begin to develop their self awareness use particular cycle metric tools and other exercises which might include career and interest inventories, personal and working styles, personality questionnaires. And, if the assignment is specifically designed to develop E I capabilities specific e que measurements such as both self report and 3 60 degree feedback. The key is to use tools that are appropriate for the task. Four. Analysis. Use assessment information toe. Identify existing capabilities and prioritise development areas using such frameworks as SWAT strengths, weaknesses, opportunities, threats. Discuss appropriate models or competency frameworks. Prioritise development actions. Five. Alternatives. Consider alternative ways in which to work on development areas. Use problem solving strategies to explore options and possibilities. Enablers and disable er's. He's a structured process for decision making, checking out what is realistic and practical. Six. Action planning. Devise a detailed plan. Agreed. Timescales. It is important as the e coach to use a mix of confrontation and support to help the individual take the necessary actions and avoid procrastination. Seven. Application here The learner undertakes the actions agreed, which may include behavioral exercises doing something different, like communicating with a colleague in a different way, sharing a meeting, physically walking the job, reading articles or books on the issues that are relevant to the developing plan exercise such as personal and career evaluations. Relax ation techniques. Eight. Review feedback and evaluation. Here the learner discusses thoughts, feelings and outcomes of actions undertaken. Identifies what worked well and not so well. Explores key learning points. Agrees further development actions with the coach at the end of the program. Evaluation of outcomes is carried out between coach and learner, coach and sponsor and learner and sponsor. Example. E. I Development Program Group size 16 Group Characteristics. Established team structure one day a month for five months. Topics. E I. What is it? E. I capabilities in relation to existing management competencies. Building a vision, eliciting values and setting powerful goals. Building effective relationships. Correcting faulty thinking. Monitoring self in action. Identifying past patterns. Negative self talk media and methods. Cognitive and experimental learning Role plays Feedback. Pierre E. Coaching Action Learning music metaphors, Freeze frame pairs Self disclosure, personal action planning, behavioral assignments, Support managers training as e coaches evaluation pre and post 3 60 degree E I Questionnaires Performance Appraisals Evaluation. One year after initial program