Coaching: extrinsic motivation for genuine improvement

Long gone are the days when managers spent their time only in planning, organizing, and controlling the workflow in their department. Now more than ever, managers are required in addition, to use professional and appropriate communication with those who report to them to gain trust, respect, and credibility. It is imperative that managers focus their energy on developing healthy and positive relationships with their teams so as to cultivate commitment and enhance productivity, all in an effort to improve organizational performance.

Coaching is another example of extrinsic motivation and in addition to a solid training commitment, is the most effective tool to create genuine and lasting improvements in others. Managers as coaches, assume the responsibility to help their employees improve their proficiency. Coaches use conflicts that come up on the job as opportunities to work with their people in building skills and intrinsic motivation.

Coaches use today’s conflicts as opportunities to develop greater strengths in their employees. Coaching helps employees examine their behaviours and performance, and assists them in planning how to work better and smarter. Coaching also helps develop self-reliance in others and is the driving force behind self-esteeming relationships.

A coach is someone who displays the following qualities;


Willing to take the time
A good listener


Since 1994, the MDG has partnered with organizations that are committed to develop their management and supervisory teams. The company is owned and operated by Robert Côtes, who brings over 30 years of training and employee development experience.


The MDG offers real training solutions to businesses whose objective is to develop and maintain positive and functional cultures. The way to achieve this is to train (re-train) and support Leadership teams as to;

  • Standardize communication
  • Operate from the same page using a common language
  • Ensure consistency with respect to management and supervisory “best practices”


There are no “shortcuts” or “quick fixes” when it comes to training. To achieve “best practices”, an organization should commit to a long term development strategy. That is precisely what the MDG offers; long term partnerships to affect lasting, positive change so as to ensure a return on your training investment.


Our clients reach their development objectives for 3 reasons. First, our learning system is relevant, dealing with today’s management issues, and contains both educational (theory) and training (application) sessions and combined, form a powerful experiential, “learn by doing” system. The second reason for our client’s success is the facilitator’s ability to engage participants and create a supportive, fun yet candid learning environment. The third and last reason is our client’s commitment to a long term development effort, for change is not an overnight process. It takes time.

Step 1 (Core Program)

Prerequisite for Steps 2 & 3

Business Communication an Interpersonal Skills Management Learning System

Business Communication an Interpersonal Skills Management Learning System teaches powerful communication strategies that are used to approach, manage, and ultimately resolve day-to-day conflicts and “people issues”. The program is made up of three modules, each is a building block targeting specific communication and management skills. Training is conducted in groups of no more than 10 participants.

Step 2 (Follow-up)

Prerequisite; Step 1

Refresher Workshop

Graduates are invited back to the training room for a full review of the concepts, skills, approaches, and strategies imparted in the core program (step 1). The workshop consists of two – 3.5hr sessions with a maximum of ten (10) participants. The first session focuses on the review part of the effort while session 2 concentrates on activities that give graduates the opportunity to demonstrate the strategies learned in Step 1.

Step 3 (Optional)

Prerequisite; Step 1

Performance Development a Leadership Approach to High Performance

Most organizations have at their disposal a variety of tools to measure performance levels, compare them to expected ones, and arrive at ways to achieve peak performance from their employees; all in an effort to improve and maintain organizational performance. This paper trail is indispensable and requires consistent application and monitoring in order to be effective and reach the intended objectives.

What Graduates Are Saying

(The following comments were taken from actual graduate evaluations)

Partial Client List