Sign in
Bringing out the best in others
Avanti Academy / Managing well / High Performing Managers / Bitesize
Bitesize

Bringing out the best in others

Coaching, engagement and underperformance.

Level
Bitesize
Learning time
1 hour 15 minutes
Where
High Performing Managers
Price
£39

When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms

Go to the courseStart the free Taster

Certificate of Completion

About this course

Overview and Outcomes.

Overview

Getting the best from others is a daily practice rather than an occasional intervention. Drawing on the HBR Guide to Coaching Employees and Gallup's engagement research, this module covers choosing between directing, coaching and mentoring in the moment, building engagement through clarity, development, recognition and genuine care, and handling sustained underperformance fairly, with a composite case showing how coaching uncovered the real cause. This capstone introduces no new theory. It reads two well-documented turnarounds, Alan Mulally at Ford and Anne Mulcahy at Xerox, framework by framework, showing Goldsmith's shift, the Johari Window, Drucker's effectiveness, Charan's execution rhythm, managing upward and outward, and getting the best from others working together under pressure. It shows why frameworks compound rather than add up, and turns the whole toolkit back on your own context.

What you'll develop

In this Bitesize, you will develop the ability to:

  1. Choose between directing, coaching and mentoring in the moment, using signals such as the stakes, what the person already knows and whether the issue will recur.
  2. Use Gallup's four drivers of clarity, development, recognition and genuine care to raise discretionary effort in a public service team.
  3. Plan a fair and defensible approach to sustained underperformance: identifying the pattern early, setting a clear standard, offering real support before sanction and documenting consistently.
  4. Explain how Mulally's turnaround at Ford and Mulcahy's at Xerox apply Goldsmith, the Johari Window, Drucker, Charan and Gabarro and Kotter.
  5. Describe how management frameworks compound rather than add up, and identify common turnaround failures such as punishing the first red.
What it covers

The Modules.

1 hour 15 minutes of learning.

  1. 05Getting the Best from Others: Coaching, Engagement and UnderperformanceGetting the best from others is a daily practice rather than an occasional intervention. Drawing on the HBR Guide to Coaching Employees and Gallup's engagement research, this module covers choosing between directing, coaching and mentoring in the moment, building engagement through clarity, development, recognition and genuine care, and handling sustained underperformance fairly, with a composite case showing how coaching uncovered the real cause.38 min
  2. 06Applied Case Studies: CapstoneThis capstone introduces no new theory. It reads two well-documented turnarounds, Alan Mulally at Ford and Anne Mulcahy at Xerox, framework by framework, showing Goldsmith's shift, the Johari Window, Drucker's effectiveness, Charan's execution rhythm, managing upward and outward, and getting the best from others working together under pressure. It shows why frameworks compound rather than add up, and turns the whole toolkit back on your own context.37 min
Where it fits

Keep going.

Part of the High Performing Managers topic, also sold whole as Good to great.

How credit works

Go deeper, and pay only the difference

  1. You are hereBitesize, 1 hour 15 minutes, £39
  2. Next stepFocus, Getting the best from people, 3 hours, £69. Already own the Bitesize? You pay £30.
  3. The whole topicExplore, Good to great, 5 hours 30 minutes, £129. Already own the Bitesize? You pay £90.

When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms

Also part of: What takes you further, Managing at your best

Other Bitesize in the High Performing Managers topic

See all in High Performing Managers

Also Inside