Team leaders (includes supervisors, foremen and entry level managers) and middle managers responsible for coaching and mentoring employees. Mentors if the client has a formal mentoring programme.
Learners must be in a position in which they have at least four people reporting to them in order to apply the learning at the workplace.
To empower leaders to develop their teams though effective one-on-.one training, coaching and mentoring by:
- Creating an understanding of the power of influence and its role in coaching and mentoring;
- Creating understanding of the concepts of training, coaching and mentoring in the workplace;
- Enabling them to identify performance barriers and training needs within their work teams;
- Developing practical one-on-one instructional and coaching skills;
- Developing a plan to ensure continuous improvement of the team and individuals within the team.
|The Power of Influence.||Team Exercise: people who have influenced you to be who you are.||The power of role models. The impact of character and values on a leader’s influence. Levels of leadership and influence.
A person’s influence enables them to impact on the behaviours, actions, thoughts and ideas of others. The power of influence is dependent upon the ability to create and maintain positive relationships with others. Sharing your knowledge and experience spreads your influence.
The true measure of leadership is influence. Character – true leadership begins within the person. Relationships – build the right relationships with the right people to increase your influence. Seek knowledge before seeking to lead.
Overcoming adversity builds character and allows you to influence. Past successes don’t ensure future success but do build peoples’ confidence in a leader. Show people the way to success and they will follow.
Become a friendlier person, win people over to your way of thinking. Be a leader.
The importance of doing things for others without thought of reward.
Maxwell’s 8 principles of connecting.
|Video: The Power of Influence.|
|Exercise: What is your level of influence?|
|John Maxwell’s 21 irrefutable laws of influence.|
|Lessons from Dale Carnegie – How to win friends and influence people.|
|Video: Drew Dudley – lollipop moments.|
|Training, coaching and mentoring in the workplace.
||Understanding the concept of coaching in a business.||The concepts and importance of training, coaching and mentoring.
Coaching theory – Situational Leadership: The learning cycle.
Education, training and coaching.
Coaching and mentoring – roles of coach v that of mentor.
Qualities of effective coach and mentor.
Active and reflective listening.
|Video: How not to coach employees.|
|Team Exercise: The difference between coaching and mentoring.|
|Training needs||Identifying training and developmental needs.||Methods for identifying training needs.
Evaluating employee performance.
Key stakeholders in employee performance.
Identifying performance barriers.
|Practical coaching||Preparing for training.||How not to instruct.
Determing the purpose of instruction.
Task analysis – Stages, keypoints.
Giving clear instructions.
Methods of instruction.
Principles of one – to – one training.
|Practical.||Task analysis – operating a data projector, own tasks.|
|Practical one-on-one instruction and coaching||Preparing the learner.||Preparing the learner to receive instruction.
Arousing the desire to learn.
|Instruction and training.||Guidelines for conducting one-to-one training.
Getting ready to train.
Preparing the learner.
Demonstrating the task.
Allowing the learner to try out.
Putting to work.
|Practical.||Job instruction and coaching.|
|Workplace application||Putting the learner to work.||Giving clear instructions.
|Coaching a Supervisor||Video: The Case of Seelan Pillay (coaching a supervisor in handling disciplinary issues).||Disciplinary Coaching Interviews – guidelines.|
|Monitoring and measuring||Monitoring and measuring the results of coaching and training.||Feedback techniques.
|Team exercise.||Monitoring and measuring for effectiveness.|
|Action plan||Implementing a plan to improve skills.||Action plan to improve team performance.
Coaching models: GROW, TGROW, OSKAR.
- Mentors will be able to function effectively.
- Interns will receive good training, coaching and advice from the mentors.
- Development of improvement action plan to improve knowledge and skills of the workforce in general, and interns in particular.
- Practical implementation of a mentoring scheme in the workplace and with that increased employee engagement.
- Personal impact through change of attitude: self-awareness, social-awareness, self-management and relationship management.
Mentors will develop the ability to:
- Explain the concepts of training, coaching and mentoring in a business environment.
- Correctly identify training needs.
- Demonstrate the skills and techniques required of a coach and mentor, including one-on-one training.
- Develop an action plan to coach two team members.