Coach your team to success

Proven coaching resources at your fingertips


At AchieveForum, we believe in democratizing access to coaching resources, to maximize individual and company performance. For a short time, we're offering a suite of our micro-lessons for a low introductory price that will accelerate your team's success. The lessons can be loaded directly onto your LMS and rolled out to your internal stakeholders.


Click below to demo two of our micro-lessons for free

Schedule a call to discuss licensing

7 Programs

7 coaching programs that span the most critical leadership learning themes

35 Lessons

Perpetual access for up to 35 micro-lessons within 7 coaching programs (Full list below)

5 Minutes

Each lesson lasts 5-7 minutes each, allowing for quick and easy coaching

Building Trust Under Pressure

Leaders face incredible pressure in today's business environment. New, often conflicting demands spawn complex problems that seem to require advanced leadership skills. Yet the heart of leadership remains the same: A leader must build the commitment and guide the efforts of others to achieve shared goals. This core skill depends on a leader's basic ability to build trust.

Micro-lessons

  • Building Trust Under Pressure

  • The Basics of Building Trust

  • Understanding Your Trust Building Strengths

  • Challenge: Building Trust in Action

  • Knowledge Assessment: Building Trust Under Pressure

Shaping a Motivational Workplace

People want to use their abilities, connect with others, and guide their own efforts. Regardless of gender, age, ethnicity, culture, or life experiences, everyone shares these three psychological needs: Competence, Relatedness & Autonomy. Forty years of research confirm the many benefits of helping people satisfy these needs. Leaders realize these benefits by creating conditions that support employees' needs for competence, relatedness, and autonomy. The practical goal is sustained performance and results driven by internally motivated people.

Micro-lessons

  • Two Kinds of Motivation

  • The 3 needs that Drive Motivation

  • How to Shape a Motivational Workplace

  • Challenge: Generate Opportunities for Choice

  • Challenge: Communicate in an Informational Way

  • Challenge: Adopt the Employee's Perspective

  • Knowledge Assessment: Shaping a Motivational Workplace

Clarifying Performance Expectations

Constant change is part of the fabric of today’s workplace. Complex organizational structures produce competing and sometimes conflicting priorities, which — combined with expanded access to technology — creates the expectation for an immediate response. It’s no wonder that some days employees and leaders alike feel overwhelmed and are not quite sure where to focus next. To be successful in this environment, employees need to understand what’s expected of them, what success looks like, and where to apply their time and energy to create the most value. Clear performance expectations provide employees with the guidance they need to focus and recalibrate their efforts regularly.

Micro-lessons

  • Conversations that Clarify Performance Expectations

  • When to Clarify Performance Expectations

  • How to Clarify Performance Expectations

  • Challenge: Clarifying Performance Expectations

  • Knowledge Assessment: Clarifying Performance Expectations

Giving Needs Based Feedback

Skill in giving feedback helps leaders support the internal motivation of employees to grow their knowledge and expertise. Serious performance problems or extreme resistance to development require different leadership skills. Employees gain internal motivation when their work allows them to satisfy their psychological needs, including the need for autonomy, simply defined as making decisions about their own activities. Yet organizations require employees to work within firm guidelines and timeframes.

Micro-lessons

  • How to Give Feedback

  • The Language of Feedback

  • Difficult Feedback Conversations

  • Challenge: How Effective is this Feedback

  • Knowledge Assessment: Giving Needs Based Feedback

Realizing Talent in Others

Employees have latent talents and existing skills we often fail to leverage. Turning these talents into capabilities by developing others to their fullest potential is a leader’s most important work and a requirement for long-term organizational success. Supporting this leadership role are major studies over the past 40 years confirming that people, by their nature, have a strong need to: Engage in interesting activities, Succeed at new challenges, Improve their competence & Demonstrate mastery

Micro-lessons

  • How to Realize Talent in Others

  • Challenge: Realizing Talent in the Lab

  • Knowledge Assessment: Realizing Talent in Others

Offering Rewards and Recognition

For most adults, work meets many needs — income, of course, as well as friendship and achievement. Too often, though, employees feel bored or alienated at work. The resultcan be illness, absenteeism, and turnover — at huge cost to the organization. Many leaders assume that employees, having secured food and shelter, become passive, in need of external motivation. So they offer incentives — wage increases, bonuses, promotions — or threaten punishment for failure to perform. But 40 years of scientific research confirms that rewards and threats actually undermine sustained motivation and performance.

Micro-lessons

  • Offering Rewards and Recognition

  • How to Offer Rewards and Recognition

  • Challenge: Offering Rewards and Recognition

  • Knowledge Assessment: Offering Rewards and Recognition

Correcting Performance Problems

Correcting employee performance problems has always been a top leadership priority; however, now the stakes are even higher. Achieving the results required for success in today’s constantly changing, filled-to-capacity workplace requires each person to perform at his or her best and beyond. When left unaddressed, performance problems constrain a team’s ability to meet unprecedentedly high performance expectations and to respond agilely to change. Performance problems place an additional burden on other team members to compensate, causing friction and disengagement. All this adds up to a loss of leader credibility, a prerequisite for building the trusted relationships required to meet today’s challenges.

Micro-lessons

  • Defining the Performance Gap

  • When to Correct Performance

  • How to Correct Performance Problems

  • The Dynamics of Defensiveness

  • Conversation Turning Points

  • Knowledge Assessment: Correcting Performance Problems