All world champions have a coach!

- Become a better leader -

“Working with Daniel, you’re guaranteed to increase your sales and income quickly in the months ahead."
Brian Tracy
Author, Speaker, Entrepreneur, Success Expert
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Be the best leader you can be!

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When Daniel was 16 years old, he was interviewed by Australian Water Skiers News. When he was asked about his hidden talent, he replied that it was being a good coach.

Fast forward 27 years, and Daniel has coached celebrities on international television, developed CEOs of Australasia’s biggest companies, guided billion-dollar businesses, coached high performers in real estate, and helped more than 25,000 leaders reach their potential.

As Daniel says, “All world champions have a coach.” So, if you want your team to be world-class, it’s up to you to become their coach.

"With Daniel's 27 YEARS EXPERIENCE,
you will start at the top!"

Becoming a better leader is the right thing to do!

You have the potential to become the next Elon Musk, Jeff Bezos, or Jack Ma. The path to achieving this is by learning the skills of leadership, just like they did.

Becoming a better leader brings clarity to your life, enabling you to live your best life. Clarity involves knowing precisely what you want in your career, relationships, and finances.

As a leader, you have the power to influence others to become their best selves. However, the most challenging person to lead is yourself. Once you become a better leader, you can lead in any situation.

Adopting a new and improved mindset enables you to leave a lasting impact, which is your legacy. Your legacy is your contribution to others and your desire to make your business a better place.

Imagine being able to walk into any room and LEAD ANY TEAM!

Leadership is not just an innate quality that only a few possess. It is a skill that can be learned, developed and improved through practice. With Daniel’s guidance, anyone can become a better leader by developing the key traits and qualities that make a superior leaders.

In Daniel’s Navigational Coaching™ training and certification, he will develop your leadership skills in 8 important areas, helping you become the best leader you can be step by step.

  1. Communication Skills: Designing your message to have an impact on others.
  2. Decision-making: Systematically exploring different options to achieve goals.
  3. Delegation: Creating a climate where people feel that they can take risks.
  4. Emotional Intelligence: Harness your feelings and the feelings of others.
  5. Managing Change: Managing personal and widespread change.
  6. Setting Goals and Standards: Eliminate barriers to the process of setting goals.
  7. Team Building: Influence your team to control their own destiny 
  8. Visualising the Future: Identify a positive and compelling vision

Satisfaction Guaranteed!

Daniel Tolson’s Navigational Coaching™ training and certification is backed by a complete 100% Satisfaction Guarantee. If, for any reason, you are not completely satisfied with the program, let us know, and we will promptly process you a refund. We can’t think of anything more fair and reasonable than that.

Learn from the result!
(not the climb)

Over the last 27 years, Daniel has launched, led, and built million-dollar businesses. He has delivered over 10,000 scientific case studies on business leaders, co-led a team of 17,500 cabin crew at Emirates Airlines, coached more than 25,000 leaders to make an impact, authored 13 business books, become an Australian champion athlete and X-Games competitor, ranked among the top 10 real estate sales creators in Australia, won the Brian Tracy Rookie Business Coach of The Year award, directed the best-selling pro wakeboarding film “Immunity”, and made $100,000,000 for his clients in the past 3 years.

When Daniel teaches, he provides NEW and innovative ideas that produce immediate RESULTS.

A Microsoft leader, implementing Daniel’s strategies, propelled sales by an astonishing RM 138,000,000.

Kings Transport, within 90 days, surged from 36% to 86% team utilization, achieving a remarkable $261 million in revenues.

Regal Mushrooms avoided 50 bad hires, doubling revenues to $90,000,000. 

Wearthy’s strategic hires transformed their individual sales from $5,000 to $500,000.

Salmat Australia, adopting Daniel’s system, experienced a 75% surge in monthly revenue within 60 days.

Daniel’s methods will instil in you newfound excitement and hope for a better future.

More PRACTICAL IDEAS per minute
than any other coach!

Trusted across the globe

Your team will feel like world champions!

The Navigational Coaching™ Program

An Overview of How It Works

During the workshop, participants learn to incorporate the coach approach into leadership conversations. There are three important elements to understand about the program structure and style:

  • There are two full days of learning.
  • The workshop can be done as two consecutive days, or can be broken into two single days, or eight sessions.
  • The learning is experiential, with participants practicing the skills to master them.

Module One

Understanding The Basic Principles Of the Coach Approach

Module One provides an introduction to Navigational Conversations.  Participants learn the coaching mindset, and The Navigational Conversations principles. Following are the key components of this module:

Making a Connection, Focusing on Strengths, and Having a Plan for the Conversation

The opening exercise demonstrates three things that make for an effective interaction. The first is the importance of making a connection with another person. The second is the value of focusing on strengths and positive experiences. The third is the power and confidence generated by having a clear idea what is to be accomplished in an interaction. These three elements together guarantee a more effective leadership conversation.

Understanding the Five Functions of Coaching

There are five basic items on the coaching menu. These items comprise the job description of the coach. In this section participants are introduced to the metaphor of navigation as a way of understanding and remembering what it is they are trying to achieve through using a coach approach.

Establishing Baseline Skills for Coaching in the Workplace

We all like to think our leadership skills are impeccable. However, it’s valuable to recognize where we need to improve. During this benchmarking practice, inevitably there are laughs of recognition as each participant realizes they have some kind of behavioral gap to address.

Learning Six Navigational Conversations Principles that Turn Workplace Conversations into Coaching Conversations

This section features an in-depth exploration of the Six Navigational Conversations Principles. These six principles define the nature of the coaching interaction and are more important than any coaching technique. A leader who is grounded in these principles can carry on a successful coaching interaction even if inexperienced. A leader who does not understand these principles will always have difficulties with coaching.

  1. Coaching depends on a trusting and collaborative relationship. There needs to be sufficient trust in the relationship so that there is a willingness to collaborate in the process. It is not possible to coach someone against their will.
  2. Coaching focuses on the coachee’s agenda. In order to coach someone on a piece of organizational agenda, it is important to first enroll the person in the agenda so that they make it their own. Alignment of agenda is an important leadership skill.
  3. Coaching is based on a peer-to-peer form of interaction. By engaging as a collaborative partner in an exploration for answers, the message becomes one of equality.
  4. Coaching works best when people find their own answers. The more engaged the coachee is in finding the solution, the more buy-in and the greater chance of success.
  5. In coaching, the coachee does the work. The work referred to includes not just what is done after the coaching session, but the work in the coaching session itself. If the coach is doing all the talking in the conversation and walks away with all the work to do afterwards, it’s probably not a coaching interaction.
  6. Coaching leads to action. Coaching gets people into action; it’s all about moving the coachee forward.

Shifting to a Coaching Mindset

Coaching skills aren’t enough—there must be the right mindset. In an enlightening exercise, participants explore the differences between a “problem-solving” mindset and a coaching mindset. Understanding the advantages and disadvantages of problem-solving brings participants to an important leadership fork in the road. A revealing self-assessment helps them see where they stand.

Deciding Who To Coach—Where to Invest Coaching Efforts for Maximum Results

This section considers the question, “Who should we be investing in with our coaching efforts?” A significant question leaders confront during the workshop is where they will target their coaching time. Many organizations make the mistake of focusing the need for coaching almost exclusively on poor performers. Poor performers are often the most challenging to engage, and the least receptive to coaching.

Often those who would give the greatest return on coaching—high performers—are ignored. The high performers may be ignored because they are not a “problem”. The irony is that high performers are typically the most receptive to coaching and the most interested in taking their performance to the next level. Think of sports; high performing athletes are the ones who are most likely to work with coaches. This doesn’t mean to ignore poor performers; it means to stop ignoring high performers.

Module Two

Exploring Coaching Methods — The Coaching Conversation Model And Two Fundamental Skills

Coaching Conversations Have a Specific Structure That Makes Them Successful

Navigational Conversations teaches a specific structure for the coaching conversation. The coach is responsible for managing the flow of the interaction. The coaching conversation model virtually ensures a successful and fruitful execution.

  1. Clarify the agenda. Establish the focus for the conversation, the goal for the topic under discussion, and, given the time available, the outcome needed from the conversation.
  2. Draw ideas from the coachee on how to close the gap (between where they are and where they want to be). Ask open, probing questions of the coachee to develop their problem-solving skills.
  3. Decide on a plan. Given the various ideas that have been explored, choose the best course of action.
  4. Make sure the plan is workable. Anticipate obstacles that might impede the plan, and draw solutions from the coachee. Talk about needed resources.
  5. Summarize and confirm. Make sure there is a common understanding of what is going to happen, based on the coaching conversation. Listen for commitment, buy-in, energy and emotion. Address doubts and fears.

The Art of Listening: the Premier Coaching Skill

The best coaching involves “being present” in our listening. This means that we are truly available for the other person. We are not planning ahead for our response or internally debating the points raised. We are simply quiet and present. We remain other-focused, undistracted by any internal monologue. At this level of receptivity, we notice many things that we might otherwise miss. Our response to the speaker arises naturally, at an appropriate moment, without being pre-planned. This level of listening adds depth to coaching.

The Art of the Question: the Key to Unlocking New Ideas

Most of us are great at telling others what to do. The best way to develop others though is to elicit from them their own best answers, and to help them flesh out their ideas. Questions are the best way to stimulate thinking and increase engagement. When people find their own answers there is greater buy-in and commitment to action. This workshop puts participants through lively, fun exercises that demonstrate “artful” questioning.

Module Three

Advancing The Art Of The Question and the Deepening the Coaching Conversation Model

Module Three begins with a review of the fundamentals from Day One (Modules One and Two). The Art of the Question and the Coaching Model are explored in more depth, and there is large group practice to integrate the various skills.

The Art of the Question, Part 2: Having a Clear Intention When Asking a Question

The power of the process comes from understanding the three main intentions for asking coaching questions. Through a stronger awareness of the intention behind a question, participants learn to sharpen their questioning techniques and improve their “aim” in the coaching process. We also cover another underlying structure in a coaching conversation—the different types of intentions progress as you move through the steps of the model.

The Coaching Gap: Clarifying the Reason for the Coaching Conversation

Clearly defining the Gap sets up a successful coaching interaction. Through a deeper exploration of the first step of the coaching model—and practice—participants learn to build a solid foundation for the coaching conversation.

Integrating Skills: Demonstrating the Model

Weaving together questioning skills with the coaching model leads to greater competence with both. Through large group practice, participants sharpen their skills and witness the process in action. The coaching model begins to make sense in a deeper way.

Module Four

Mastering the Art of Telling, Including Feedback Conversations

Module Four explores three forms of the Art of Telling in coaching. The first two forms involve providing feedback to the coachee and the third form includes sharing stories, wisdom, and suggestions.

Providing Positive Feedback: Understanding the Power and Importance of Recognition

Most leaders are not as good at providing positive feedback as they think they are. Participants learn the key guiding principles of effective positive feedback and practice a model for structuring the feedback.

Providing Corrective Feedback: Using Course Correction as a Springboard to Coaching

Corrective feedback conversations can lead to important coaching conversations. Participants learn and practice a powerful five-step feedback model that helps them present corrective feedback in a way that is easy for the recipient to hear and accept. Through video examples and practice they then learn how to use the feedback conversation as a way to initiate a coaching conversation.

Providing Perspective: Knowing How to Share Wisdom Wisely

There is a time for the coach to share ideas, information, opinions, suggestions, and experience. Knowing when and how is the final link in the Art of Telling. Participants examine three forms of providing perspective: informing, sharing personal experience or advice, and requesting

Navigational Conversations Journal

Learning Outcomes

As a result of participating in this leadership development programme, learners will be able to:

1. Differentiate between a ‘problem solving’ mindset and a ‘coaching’ mindset.
2. Adopt a coaching mindset where appropriate to build capacity and obtain the best long-term results.
3. Utilise a coach approach by applying six key coaching principles in a conversation.
4. Evaluate the most beneficial circumstances for using a coach approach in an organisational setting.
5. Conduct a coaching conversation utilising a 5-step model.
6. Differentiate between three levels of listening behaviour.
7. Choose a level of listening appropriate for coaching interactions.
8. Differentiate between three intentions for asking coaching questions.
9. Construct effective coaching questions for each type of intention.
10. Provide positive feedback that reinforces and encourages effective performance.
11. Provide corrective feedback that addresses ineffective performance and developmental feedback that improves future performance.
12. Integrate feedback into a coaching conversation.
13. Differentiate three ways of sharing perspective in a coaching interaction.
14. Self-assess coaching ability based on a set of criteria.

Picture your team in six months, happier on their journey, and becoming the best version of themselves.

Daniel can provide his clients with
breakthroughs that they are unable to achieve on their own.

Have a conversation with Daniel's team today
It's the right thing to do!