Coaching Skills · Japanese-speaking Leaders
From expert leader to confident coaching leader.
Leaders spend most of their week in conversations, and Japanese-speaking leaders are no exception. Small changes in how you ask, listen, and follow through create outsized impact on motivation, ownership, and performance. This track builds professional coaching skills you can use in your next one-on-one.
Why this track
Where this shows up in the work
- 01
A team member keeps deferring big decisions to you, and you are not sure how to hand ownership back without seeming to step away.
- 02
A one-on-one turns into a status update with little space for the team member's own thinking, and the same issue returns the next week.
- 03
You give feedback that feels clear and specific to you, the person agrees in the moment, and nothing changes afterward.
A fit for
- Japanese-speaking leaders who want less advice-giving and more ownership in their teams.
- Leaders open to practising a different way of asking, listening, and following through.
- Managers willing to try a new question or move in a real conversation, not just discuss the theory.
Not a fit for
- Leaders looking for a one-off motivational talk rather than a skill they practise over time.
- Leaders wanting fixed scripts to memorize rather than a way of listening and asking that adapts to the moment.
- Teams in the middle of a formal performance or disciplinary process, where this is not the right mechanism (see Boundaries below).
Observable outcomes
Ask cleaner questions
in a one-on-one, instead of jumping straight to advice
Contract the conversation
at the start of a difficult conversation, so both people know what it is for
Listen for the real concern
beneath a status update, not just the words on the surface
Give feedback that lands
in a performance conversation, ending in a usable next step
Shift ownership back
when a team member brings you their decision, so accountability sticks
In their own words
“Maik's ability to ask insightful questions to move my thinking process forward was so powerful. He consistently ensured that the desired outcomes were kept in focus. His creative use of technology made communications very effective.”
Learning depths
A recommended progression, not a required one
Taster, Workshop, Compact programme, and Full programme are a recommended progression: start with a taster to feel the approach, choose the Compact programme when you want sustained practice, and commit to the Full programme when you are ready to go deeper. It is not a locked sequence. You can enter at the depth that fits your experience and context, and a later depth never requires completing an earlier one first.
The learning loop that runs through every depth
See then Try then Receive feedback then Apply at work then Reflect then Try again
DEPTH 01
Taster
Experience · 2 hours
- What it is for
- A short, hands-on introduction to coaching conversations, so you can feel the difference between telling and coaching before deciding whether to go further.
- What participants practise
- Trying a single clean, open question in a real work scenario and noticing what changes in the other person's thinking.
- Intended change by the end
- A felt sense of what a coaching-style conversation is like, and enough of a taste to judge whether it fits your leadership style.
- Who this depth is designed for
- Leaders who are curious about coaching but have not yet tried it, and want a low-commitment first step.
- What greater depth adds
- The Workshop turns this first taste into a full set of practised coaching moves you can use the next day.
DEPTH 02
Workshop
Apply · 1 day
- What it is for
- A focused day that builds the core coaching moves leaders use most: contracting a conversation, listening for what matters, and asking cleaner questions.
- What participants practise
- Running full practice conversations with peers on real workplace situations, with structured feedback after each round.
- Intended change by the end
- Comfort applying a small set of coaching moves in a real one-on-one, starting the next working day.
- Who this depth is designed for
- Leaders ready to move past a first taste and build a working set of coaching skills in one sitting.
- What greater depth adds
- The Compact programme turns single-day practice into six live sessions with workplace experiments and peer feedback.
DEPTH 04
Full programme
Integrate · 9 live sessions over 10 to 14 weeks
- What it is for
- A nine-session programme over 10 to 14 weeks that integrates coaching into a leader's everyday practice through deeper rehearsal, workplace experiments, and peer feedback.
- What participants practise
- Deeper practice across the full set of coaching competencies in nine live sessions, applied to the leader's own real leadership situations.
- Intended change by the end
- A professional-level coaching practice that a leader sustains on their own, integrated into daily leadership work.
- Who this depth is designed for
- Leaders who want the fullest sustained practice across the coaching skill set.
- What greater depth adds
- The Full programme is the deepest of the four listed learning depths.
Not sure which depth fits where you are right now? Discuss a starting point with us before committing to a track.
Discuss a starting pointSkill strands practised at every depth
Contracting
Setting up a conversation so both people know what it is for. Opening a one-on-one by naming what today's conversation is for, before moving into updates.
Listening
Hearing the real concern, not just the surface words. Noticing when a quick update is actually a decision the team member wants you to make for them.
Questioning
Asking questions that open up thinking instead of closing it down. Replacing a ready-made suggestion with a question that lets the team member find their own next step.
Feedback
Giving feedback that lands and ends in a usable next step. Closing a feedback conversation with one specific, observable next action, not a general impression.
Ownership shift
Handing a decision back so accountability sticks. Naming who owns the decision out loud, and not retaking it at the first sign of friction.
Proof, from the people who noticed
“Maik delivers insightful and effective workshops! He helps students (and I) to grow and become more self-aware - understand our strengths and leverage them to the fullest potentials in different scenarios. With Maik, you are in good hands!”
Verified proof: confirmation pending
A publishable quote or case example has not yet been confirmed for this track.
Typical use cases
A team member asks you to just make the call for them.
Give the answer to keep things moving.
Ask what they have already considered, then decide together whether it is yours to decide.
A direct report raises the same concern about a peer for the third time.
Offer another piece of advice.
Ask what they want to happen and what has stopped them from raising it directly.
Someone falls short again after a clear conversation about expectations.
Repeat the expectation, louder.
Ask what got in the way since the last conversation, before deciding the next step.
A strong performer seems to be coasting.
Assign a stretch project without discussion.
Ask what would make the work feel worth stretching for right now.
A one-on-one runs long with no clear outcome.
Let it run, hoping something useful surfaces.
Contract the conversation at the start: what it needs to produce in the time available.
Coach, direct, advise, or shift
Coach
When: The team member has the information and standing to decide, and needs space to think it through.
What to do: Ask questions that help them find their own next step; resist supplying the answer.
A direct report is weighing two options and asks what you would do.
Direct
When: Safety, compliance, or a hard deadline leaves no room for exploration.
What to do: State the decision clearly and explain why, then move on.
A delivery deadline is fixed by a client contract, with no flexibility left to negotiate.
Advise
When: The team member is missing information or experience you can supply quickly, and coaching it out would waste real time.
What to do: Offer the information or your view plainly, and say clearly that is what you are doing.
A new team member does not yet know which stakeholder to loop in on a decision.
Shift to performance management or a specialist
When: The issue is a conduct, capability, or wellbeing concern beyond what a coaching conversation can address.
What to do: Move the conversation into the organization's formal performance or support process, and involve HR or a qualified specialist.
A pattern of missed deadlines looks like it may be a capability or performance issue, not a coaching gap.
Questions this track gets asked
Who is this track for?
Japanese-speaking leaders who want less advice-giving and more ownership in their teams: ambitious people managers, experts moving into leadership, and anyone who wants to influence without relying on authority alone.
Is this track delivered in Japanese?
Yes. This track is delivered in Japanese.
How much time does each depth take?
The taster is two hours and the workshop is a single day. The Compact programme includes six two-hour live sessions; the Full programme includes nine two-hour live sessions over 10 to 14 weeks, with workplace experiments and reflection between sessions.
How are the depths delivered?
All sessions run live online in small cohorts, with participants on video for full engagement. The Workshop depth is also available in-house.
How large are the programme cohorts?
Programme cohorts include 4 to 10 participants, with 5 to 8 preferred for intensive practice and personal feedback.
Is Compact programme accredited?
The Compact and Full programmes do not carry an ICF Level 1 accreditation and do not award an ICF credential. Both are based on the ICF core competencies and focus on coaching skills you can apply at work.
Do I need to start at the taster?
No. The four depths are a recommended progression, not a required one. You can enter at the depth that fits your experience and context, and a later depth never requires completing an earlier one first.