ILM Level 5 Certificate in Coaching and Mentoring | Quality Culture

ilm

Institute of Leadership and Management (ILM)
Accredited Centre

 

 

become a great leader and coach using nlp

ILM Level 5 Certificate in Coaching and Mentoring

Who is this for?

This programme is for HR and OD proffessionals, departmental managers with line responsibility and people who want to practice coaching effectively The ILM level 5 qualification gives credibility across all sectors.

Why ILM 5?

This programme is aimed at delivering business results by delivering coaching and or mentoring at a middle manager level, though in many organisations we work with our graduates coach senior people too.

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 in different business sectors.

In-house programme

This programme is delivered in-house but individuals can join our public courses and combine the qualification with a certified NLP Practitioner and certified NLP Coach.

The following programme is an example of the typical content of a five day programme:

Programme

The programme consists of five one day workshop and trainer support. Delegates complete a minimum of twelve hours coaching and a coaching diary and two assignments.

Workshops

Day One

Coaching is about learning as opposed to teaching. Delegates will learn how to inspire those around them to see in themselves new possibilities and choices. Growing those around you and creating a ‘can do mentality’ are crucial facets of modern day leadership.

This workshop is designed to trigger delegates into seeing coaching as a means of maximising the potential of those around them.

We look at the business benefits of coaching. The cost of coaching to the organisation and payback. This is covered again later in the programme in greater depth.

We introduce coaching and what mentoring is and contrast the differences between leadership styles, coaching and mentoring and counselling. We examine the cost of employing people in their team and why they are such a valuable resource.

Delegates start from the position of personal responsibility (to give them credibility) and then learn to develop questioning techniques that encourage staff to take responsibility and ownership.

We look at the Pygmalion principle and the beliefs attitudes of both the coach and the coachee.

Review of ethics, respect for coachee, equality of opportunity safe and confidential conditions for coaching.The  GROW model and  how to use it. We then have some coaching practice and group work.

Day Two

We look at the Identification of learning styles using diagnostic tools.

It is all very well investing in the training but what about the implementation? We identify some of the barriers to coaching in the workplace and work on strategies to overcome them.

A key requirement of coaching is to facilitate the achievement of objectives. Here we look at a tool the coach can use to improve personal effectiveness.

We are all driven and motivated by our values. The coach learns how to elicit values for their coaches career and how to coach them to achieve those values.

It is essential that the coach can plan coaching sessions and construct coaching contracts.

We also examine the benefits of goal setting and agreeing action plans. Keeping records. Introduction to the coaching diary.

How to coach in performance management situations using the Line of consequence model.

Coaching practice and feedback on communication skills of the coach.

Attendees complete a minimum of 3 hours of coaching.

 

Day Three

Review of coaching sessions. Using learning set approach.

Rapport building and eye patterns. Levels of language and reading between the lines, questions to uncover coachee’s thinking. Meta model and perceptual positions.

Work Based assignment guidelines.

Coaching Practice.

Attendees complete a further 3 hours of coaching.

 

Day Four

Delegates have a whole day of support to work on their assignment and coaching diary.

Day Five

We discuss the merits of tasking and setting goals and how this links with the development of the coachee and their ability to achieve more. Being your ‘best self’ as a coach is a must! Here we look at personal responsibility both for the coach to have credibility and for the coachee so that they take responsibility for achieving their outcomes.

Final coaching session on business goal for delegates.

Attendees complete a further 6 hours of coaching

Hand in Work Based Assignments and Coaching Diary

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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