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become a great leader and coach using nlp

ILM 7 Certificate in Executive Courses For Coaching and Mentoring

Who is this for?

This programme is for directors and senior managers or HR and organisational development professionals who want to develop their expertise in coaching and mentoring. It is also aimed at self-employed executive coaches and coaches aspiring to coach senior people. The ILM level 7 qualification gives credibility across all sectors.

Why ILM 7?

This programme is aimed at achieving business results by delivering coaching and or mentoring at a senior level. It can facilitate a ‘coaching culture’ as a strategic initiative to transform senior leadership styles.

Coaching at a senior level or with business owners, supports business growth and achievement of strategic plans.

Why do it with qualityculture?

Because we can combine ‘academic’ rigour with content, which is delivered in a fresh, practical and engaging way and our trainers have operated across all sectors.

Can we have an in-house programme?

We offer ‘open’ courses, see ‘Course Schedule’ and in-house programmes. Depending upon your requirements the programme will generally last for seven days over 12 week period. See below for ‘In house programme.’

Open Programmes

Our open Level programmes are run in conjunction with our public NLP Practitioner and Coaching programmes. So you learn how to coach at a senior level and how to work with your coachee to increase their confidence and support them with goal achievement. Tim Gallwey is quoted in the ‘Inner Game of Tennis’ as saying “the opponent on the side of the net is less powerful than the one inside your head.” So you can help people have ‘clean up’ whilst working with them on their goals. There is also a very powerful language section, which will dramatically enhance your skills. And because you experience the techniques on your course you too will become more confident.

The combined ILM 7 and NLP Practitioner and certified NLP Coach runs six times a year in Manchester, Birmingham, Leeds and Nottingham. The format includes two books on coaching, the ILM seven course handbook, the practitioner manual and a pre-course study pack of 18 audios. You then join us for 7 days of live training where you learn the techniques and perform coaching. This is followed by, completing 20 hours of coaching and three work based assignments.

For more information about the NLP Practitioner click here

In House Programme

The following programme is an example of the ‘typical’ content of a seven day programme or you could have the combined Level 7 NLP course as described above:

It’s all in the strategy!
The session explores reasons why the choice of senior leadership styles, establishes the corporate culture and ethos of the organisation, whether it is a predominantly product- led or service led organisation.

The ability to flex and change in responding to external influences (agility) forms the strategy and the mission of the company. Within each organisation there is a performance management system which draws on both quantitative and qualitative methods of gathering and interpreting information and data. Each style has a different focus and may influence how individuals and teams are managed. We look at key leadership theory and ways of encapsulating the coaching and mentoring ethos within the corporate vision and ethical code of the organisation.

This is the time to firmly establish that Coaching and Mentoring are two very different disciplines, with different approaches!  Although they can both sit very comfortably side by side in the same organisation.
We will see how the number of terms used in companies can be confusing, but are intended to separate out different approaches and aims. The terms ‘Executive Coaching’, ‘Leadership Coaching’ and ‘Professional Mentoring’ will be clarified and all will become clear!  The important thing is that the choice of methodology selected should really ‘fit’ with the type of organisation and its overall strategic objectives for people development.

We also learn about organisational power relationships and the value of trust and confidentiality in any ‘helping’ strategies.

Will I make a good coach or mentor?

Today we see how the ethics and personal codes of qualified coaches works best when aligned with strategic values and we look at the boundaries and limitations.  The value of individual supervision is recognised as an integral part of the coaching and mentoring relationship and we look at the business case for the introduction or improvement of a coaching culture brings financial and non -financial benefits.

The importance of understanding boundaries of the subject areas is explored and of establishing good links with referral agencies for professional help.
We explore other successful methods of business performance improvement including Lean management methods and Kaizen, the Balanced Scorecard, The Business Excellence Model the use of Key Performance Indicators (KPI’s) and the traffic light system!
Learners begin to look at their own organisations exploring current practice and discover how the method chosen ‘fits’ in with corporate culture, ethical code, strategy for organisational development, succession planning systems and overall ‘agility’ of the company.
Following on, learners are asked to undertake at least 28 hours of individual company research, applying the new learning to academic and organisational research publications and critically reviewing the findings.
In this session the G.R.O.W. model of coaching is explained and there is a chance to practice skills. Mentoring processes are also introduced.

Getting ready to Coach!

To we look at the ways in which effective relationships are formed and use some of the key skills used in the application of NLP techniques. How is effective communication taking place and what happens when it fails? Emotional Intelligence theory is explored and applied to our own levels of skill.
Social and cultural aspects of the working environment are discussed and ways in which the type of performance management system and business improvement systems links into the main processes.
Understanding the diversity of the workforce, current legislation and the organisational values systems that are operationally active are all part of the strategic framework that keep the day to day running of the company going.
There is time today to practice the use of the G.R.O.W. model and gain feedback on the experience from peers in a supportive setting.

The corporate attitude to professional development is examined and the ways in which individuals can develop, the opportunities available, the costs and the recording of information against competency frameworks is included.
How are our personality traits identified, a closer look at Myers Briggs testing is included and how can this information be used effectively in the future for ourselves and in helping others to grow and develop?

The practical work enables further experience of using open questioning techniques and the skills involves in clarifying information.
The role of supervision and the importance of finding the right supervisor are confirmed.

Support Day

We take the learners through the assignments and they have time to start generating their first assignment with our support.

How to Coach effectively!

We look at our own values, beliefs and judgements and take feedback from others to evaluate the ‘bigger picture’. We all have ‘blind spots’ we think about how we can learn more about ourselves from others’ insights.
How does being ‘non- judgemental’ sit with our own ethical code, standards and corporate responsibilities?
Knowing how we learn and ways of checking learning styles is covered in the session. There are many interesting theories so we focus on Kolb’s learning cycles, Honey and Mumford’s and Chris Argyris’s single and double loop learning.

A Corporate Coaching Strategy!

This is an ideal opportunity to plan an holistic coaching strategy for the organisation and how this might link with the whole organisational development concept. We consider the implications of developing the corporate system and the coaching contracts which follow.
Today the coaching diaries are drafted out with discussions about confidentiality, employee engagement and the ethical issues that can be brought to the senior management teams in the justification and financial and non -financial benefits that will follow.
All practical aspects are considered, from venues, making time, managing productive sessions and closure.

Ready for Launch!

There is time to evaluate our own learning preferences, to look at Multiple Intelligence and the critical role of using appropriate language for different individuals. We also consider how VAKAd learning style analysis could help the coaching and mentoring relationships. We ensure that the stages of the GROW model are fully appreciated and explore other coaching styles e.g. CLEAR model and Transformational Coaching.

The individual completes the current CPD audit and skills audit, documenting all tools used to date. We evaluate how this new ‘self-knowledge’ will help with the practice of coaching and mentoring and look again at both ‘limiting beliefs’ and opportunities for future development.

The coaching diary is launched and the process of setting up appointments and diary time is firmly established together with the systems for gaining and evaluating feedback from others.
























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