Techniques for Coaching and Mentoring

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Some of the data he will present include:. The leader as coach and mentor Aimed at: Senior mangers and organisational leaders Recent research shows that the most significant common factor differentiating high performing leadership teams from less effective teams is the attention and time they devote to coaching and being coached. Increasingly, top teams realise that they need to have more than a grasp of the fundamentals of coaching and mentoring. They need sufficient skill to be role models for good developmental practice, in respect of both themselves and other people. This workshop draws on the extensive research and experience of one of the foremost authorities in the field.

It is stimulating, challenging, fast-moving and intensely practical — combining the latest in current theory with processes that can be shown to work. Mentoring and the diversity agenda Aimed at: Mentors and mentees This half-day workshop is based on continuing research into international good practice. The greater the difference race, gender, sexual preference, culture, age, education between mentor and mentee, the greater the opportunity for co-learning — but the more potential barriers to a deep and honest dialogue.

We explore practical ways in which mentor and mentee can acknowledge and work with difference as a positive driver of their relationship, developing skills in their dialogue together that promote wider understanding of both self and others. Coaching, mentoring and work-life balance Aimed at: Coaches and mentors at any level of experience This seminar explores how mentors and coaches can support learners in becoming aware of conflict between different parts of their lives, and in addressing those conflicts in imaginative and fruitful ways.

It looks at the causes of work-life conflict and the barriers people face in establishing control over their lives. It offers a variety of tools and techniques mentors and coaches can employ in helping clients bring about sustainable change both in themselves and the systems, of which they are a part.

Chapter 14 - Developing resilience/coping with setbacks

Managing goals in coaching and mentoring Aimed at: Coaches and mentors at any level of experience Many basic courses in mentoring and coaching emphasize the importance of setting and pursuing SMART goals. However, the evidence of research suggests that focusing on very specific goals at the beginning can be misleading and damaging. Complex goals tend to be emergent and evolving. Achieving goals is also closely linked to personal values and motivations, and to the context, in which learners find themselves.

This short workshop from 2 — 4 hours equips participants with the knowledge and tools to work with client goals in a more sophisticated, more flexible manner. How to be supervised: a guide for coaches Aimed at: Coaches at any level of experience. Based on extensive international research into how coaches can get the most out of supervision, this event explores good practice with a very practical edge.

You will leave with a clearer understanding of what supervision can do for you as a coach and how you can better help your supervisor help you. Fundamentals of team coaching Aimed at: Experienced one-to-one coaches and HR professionals needing an understanding of the basics of team coaching Team coaching requires a significantly different set of additional skills compared to one-to-one coaching. David explores how team coaching differs from team building, team facilitation and other interventions; and the core theory and practice that underpin the work of an effective team coach.

Advanced skills of team coaching Aimed at: Coaches, who already have some experience of team coaching This event is all about acquiring a wide portfolio of tools and techniques, which will help the team coach deal with the complexities and difficulties of supporting a team in focusing on learning together. David explores common situations that can easily derail team coaching for example, when a dysfunctional team temporarily unites to undermine the coach and offers practical approaches for turning these into opportunities for team learning.

  • Developing people, developing schools.
  • Thomas Edison, Graphic Biography.
  • Passar bra ihop.

Practical strategies for systemic talent management Aimed at: HR professional and business leaders. If succession planning and talent management work, how come the wrong people keep getting to the top? All countries and all companies need to make the best use of the talent available to them. Yet the results of several decades of programmes and initiatives to encourage and support diverse talent to rise within organizations have produced results that are mediocre at best.

Don't ask closed questions that call for a yes or no answer such as "Did that cause a problem? Instead, ask open ones, like "What effect did that have? Remember that silence provides valuable thinking time: you don't always have to fill silence with the next question. Julie says that she would like a promotion to team leader within the next two years.

This is a SMART goal — it's specific, measurable, attainable as she already has one year of experience, and there are several team leader positions in her department , relevant both to Julie's overall career aspirations and the team's mission , and time-bound. You and Julie now look at her current reality.

She's in an entry-level position, but she already has some of the skills needed to be team leader. You brainstorm the additional skills that she'll need in order to be successful in a team leader role: She needs more experience of managing other people, and experience dealing with overseas customers. She also needs to continue performing well in her role, so that she'll be considered for a promotion when one is available. You then both review her options.

To get the experience she needs, she could lead a small team on a small project. She could also spend time in the overseas team. Finally, you establish the will. As her manager, you offer to let her lead a small team on a minor project. If she performs well, she can take on additional projects with more responsibility in the future.

Coaching and Mentoring workshop, designed for managers

Julie must also approach the overseas team to arrange to spend time in that department, and continue performing well in her current role. You agree to review her progress in three months' time. The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members. You can use the model to help team members improve performance, and to help them plan for and reach their longer-term career objectives.

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Techniques for Coaching and Mentoring

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Tip: In its traditional application, the GROW Model assumes that the coach is not an expert in the client's situation. Take Your Career to the Next Level! Find Out More. Get the Free Newsletter! Read our Privacy Policy. Tip 1: A great way to practice using the model is to address your own challenges and issues. GROW is an acronym that stands for: Goal. Current Reality.

The Three Core Coaching Skills

Options or Obstacles. Will or Way Forward. Add this article to My Learning Plan. Mark article as Complete. Show Ratings Hide Ratings. Rate this resource. Comments 46 Over a month ago Michele wrote. Hello Angus, We are sorry for the loss of your colleague and friend. At Mind Tools, we do our best to correctly determine the authors of our resources.