Level 5 Certificate in Coaching and Mentoring

The ILM Level 5 Certificate in Coaching and Mentoring programme aims to provide practicing managers with the knowledge, skills and confidence to perform effectively as coaches and mentors as part of their normal work role.

This programme is ideal for managers or HR specialists who are in a position (and have the commitment) to develop a coaching culture throughout their organisation.

To achieve the Level 5 qualification, you are required to undertake 12 hours of planned coaching at management level. Our programme includes 5 x ½ hour practice sessions and we suggest you ‘buddy up’ with another participant to continue an ongoing coaching relationship that will contribute to the 12 required coaching hours.

The Level 5 Certificate in Coaching and Mentoring is made up of three units that enable participants to understand, develop and demonstrate knowledge and skills in workplace coaching and mentoring:

  • In the first unit participants explore the characteristics of effective coaches and mentors and put together a business case for using coaching and mentoring within their own organisation.
  • In the second unit,participants are expected to plan and deliver a short coaching or mentoring programme in line with their organisational, divisional or team goals.
  • In the final unit, participants review their own ability as a management coach or mentor, exploring their ethical and moral views as well as communication skills.

Programme Outline:

Our flexible, blended learning approach allows participants to study at a pace that suits them and fits around their commitments. The programme comprises of:

  • 5 days of experiential learning.
  • 5 x co-supervised coaching sessions.
  • Detailed training manual.
  • Access to the Worthlearning Academy for the duration of the programme. The Academy contains a complete coaching and mentoring training programme in video eLearning format. The Academy is also a collaborative learning forum designed to support ongoing learning outside of the classroom.
  • Access to on-going webinars to embed the learning.
  • On-line assessment, support and feedback.

Programme Overview

Day One:

  • ILM Induction and overview of programme
  • Introduction to coaching and mentoring.
  • Coaching models, definitions, theory and application.
  • Ensuring good practice in coaching and mentoring
  • Role and characteristics of the coach/mentor.
  • Coaching/mentoring models and techniques.
  • Formal versus informal coaching.
  • Coaching/mentoring approaches, tools and techniques to maximise development and performance.
  • Co-supervised coaching sessions: Coaching, being coached and providing feedback.

Day Two:

  • Review of learning.
  • Applying the key communication, interpersonal and influencing skills to maximise the coaching/mentoring sessions and relationship.
  • Building rapport and effective coaching relationships.
  • Planning a coaching/mentoring programme and contracting with the client.
  • Organising, planning and recording the coaching/mentoring session.
  • Establishing the review process and closing the contract.
  • Review of assignment requirements and putting together a development plan.
  • Co-supervised coaching sessions: Coaching, being coached and providing feedback.

Day Three:

  • Review of learning and interim coaching practice.
  • Sharing of best practice stories, successes and barriers faced.
  • Using a coaching style of management, increasing ownership and accountability.
  • Using coaching to enhance performance and raise awareness.
  • Using coaching/mentoring to develop potential and performance.
  • Using coaching to help move people through change.
  • Creating a coaching culture – benefits, costs, and strategy.
  • Benefits of coaching and mentoring for individuals, managers and the organisation.
  • Potential individual, operation and organisational barriers and strategies to minimise or overcome them.
  • Heron’s Interventions.
  • Matching your style to the needs of the client.
  • Co-supervised coaching sessions: Coaching, being coached and providing feedback.

Day Four:

  • Review of learning and coaching practice.
  • The role of transactional analysis in coaching.
  • Becoming an effective, ethical and emotionally intelligent coach/mentor.
  • Coaching/mentoring ethics and good coaching practice.
  • Assessing own strengths and weaknesses as a management coach/mentor
  • Putting together the business case for coaching and mentoring.
  • Contracting with stakeholders.
  • Ensuring coaching/mentoring is effective and integrated.
  • Evaluating the impact and effectiveness of coaching and mentoring in the workplace.
  • Measuring return on investment
  • Co-supervised coaching sessions: Coaching, being coached and providing feedback.

Day Five:

  • Review of learning, coaching feedback and interim coaching sessions.
  • Maximising the coaching and mentoring relationship.
  • Using assessment and diagnostic tools to maximise the coaching relationship.
  • Role of Supervision.
  • Networking and continuous professional development for future success.
  • Reflect on own performance to date and develop an action plan to improve own coaching practice.
  • Co-supervised coaching sessions: Coaching, being coached and providing feedback.
  • Review of assignment requirements and action planning to successfully achieve the qualification.

Recommend Reading:

  • The Coaching Manual by Julie Starr.
  • The Manager as Coach: The New Way to Get Results by Jenny Rogers, Andrew Gilbert and Karen Whittleworth.
  • The OSCAR Coaching Model: Simplifying Workplace Coaching by Andrew Gilbert and Karen Whittleworth.
  • Making Coaching Work by David Clutterbuck and David Megginson.
  • Transactional Analysis for Trainers by Julie Hay.
  • Coaching for Performance by Sir John Whitmore.
  • NLP at Work by Sue Knight.
  • Emotional Intelligence in Action. Training and Coaching Activities for Leaders and Managers by Marcia Hughes, L Bonita Patterson and James Bradford Terrell.
  • Effective Coaching: Lessons from the Coach’s Coach by Myles Downey.
  • Executive Coaching with Backbone and Heart by Mary Beth O’Neill.
  • Coaching at Work by Perry Zeus & Suzanne Skiffington.
  • Coaching, Mentoring and Organisational Consultancy by Peter Hawkins and Nick Smith.
  • Excellence in Coaching: The Industry Guide 2nd Edition. Edited by Jonathan Passmore.
  • Developing a Coaching Culture by Peter Hawkins.

Agenda - Day 1

9.00 to 10.00Introductions/Welcome/ILM Induction

10.00 to 10.10Break

10.10 to 11.30Understanding the skills, principles and practice of effective management coaching and mentoring:

  • Coaching and mentoring definitions and philosophies.
  • The purpose of workplace coaching and mentoring.
  • Role, responsibilities and characteristics of the workplace coach/mentor.
  • Why coaching/mentoring works.

11.30 to 11.40Break

11.40 to 12.40Coaching Models and Techniques

  • The GROW model.
  • The OSCAR Coaching Model.
  • Effective Coaching Questions.
  • Coaching demonstration and debrief.

12.40 to 1.30Lunch

1.30 to 3.00Co-supervisedCoaching Practice and Debrief

  • Coaching, being coached, observing and giving feedback.
  • Peer feedback and self-reflection

3.00 to 3.10Break

3.10 to 4.45Using coaching to maximise professional development and enhance performance.

  • The coaching spectrum.
  • Formal coaching versus informal coaching.
  • When coaching isn’t the answer.
  • Using the Performance Wheel to clarify and agree development goals and outcomes.
  • Monitoring progress towards the agreed goals.

4.45 to 5.00Review of Day One and Close

Day 2

9.00 to 9.15Review of Day One

9.15 to 10.45Building Effective Coaching Relationships

  • Principles, beliefs & qualities of an effective coach
  • Asking effective questions
  • Becoming a better listener
  • Giving and receiving feedback
  • It’s not what you say – it’s how you say it.
  • Building rapport.
  • Why coaches/mentors need effective communication skills.

10.45 to 11.00Break

11.00 to 12.30Contracting with the Client and the Organisation

  • Developing a coaching plan.
  • Contracting with the coachee.
  • Contracting with stakeholders.
  • Monitoring, assessing and recording progress.
  • Managing the relationship (including values and power).
  • Remaining ethical and non-judgemental.

12.30 to 1.15Lunch

1.15 to 3.00Co-supervisedCoaching Practice and Debrief

  • Coaching, being coached, observing and giving feedback.

3.00 to 3.15Break

3.15 to 4.45Understanding the ILM Assessment Process

  • Review of assignment requirements.
  • Assignment task/Group work.
  • Action planning.

4.45 to 5.00Workshop Review and Close

Day 3

9.00 to 9.30Expectations/Review of learning & coaching

  • Group discussion

9.30 to 10.45Using a coaching style of management

  • Difference between coaching an aware and unaware coachee.
  • Understand how coaching fits with other management and leadership styles.
  • Using coaching to raise awareness and help others perform to their full potential.
  • Using coaching to challenge under-performance and inappropriate behaviours.

10.45 to 11.00Break

11.00 to 12.30Developing a Coaching and Continuous Improvement Culture

  • Use coaching to help people move through change.
  • Use coaching to enable continuous improvement.
  • Stages involved in developing a coaching culture.
  • Benefits of using formal and informal coaching for individuals, the team and the organisation.
  • Potential personal, operational and organisational barriers to using coaching and strategies to overcome them.

12.30 to 1.15Lunch

1.15 to 3.00Coaching Practice and Debrief

  • Coaching, being coached and observing.
  • Peer feedback and self-reflection.

3.00 to 3.15Break

3.00 to 4.30Maximising the Coaching/Mentoring Relationship

  • Matching your coaching/mentoring to the needs of the client.
  • Herons interventions.
  • Personal SWOT analysis and personal development plan.

4.30 to 5.00Review and Close

  • Assignment requirements.
  • Where to from here? Next steps.

Day 4

9.00 to 9.30Expectations/Review of learning and interim

coaching sessions.

  • Group discussion.
  • Review of assignment work.

9.30 to 10.45Using Transactional Analysis to Enhance the

Coaching Process

  • The role of transactional analysis.
  • Understanding life positions.
  • Case study.

10.45 to 11.00Break

11.00 to 12.30Becoming an effective, ethical and emotionally

intelligent coach

  • Emotional intelligence – an overview.
  • Using coaching to enhance emotional intelligence.
  • Ensuring your coaching remains authentic and ethical.
  • Review of strengths and development areas.

12.30 to 1.15Lunch

1.15 to 3.00Co-supervised Coaching Practical

  • Coaching, being coached, observing and giving feedback.
  • Peer feedback and self reflection

3.00 to 3.15Break

3.15 to 4.45Putting Together the Case for Coaching/Mentoring

  • Benefits for the individual and the organisation.
  • Potential barriers and how to overcome them.
  • Managing the coaching relationship.
  • Clarifying boundaries and expectations with all stakeholders.
  • Ensuring the coaching is effective and integrated.
  • Evaluating the effectiveness and benefits of the coaching/mentoring programme.

4.45 to 5.00Review and Close

  • Assignment requirements.
  • Preparation for next workshop.
  • Where to from here?

Day 5

9.00 to 9.30Expectations/Review of learning and interim

coaching sessions.

  • Group discussion.
  • Review of assignment work.

9.30 to 10.45Using Tools and Diagnostics to Support Effective

Coaching and Enhance own Coaching Performance

  • Using learning styles effectively with your clients.
  • Using the performance wheel and 360 degree feedback.
  • Using diagnostic tools to help increase your own and the client’s awareness and insights.

10.45 to 11.00Break

11.00 to 12.30 Maximising the Coaching/Mentoring Relationship

cont’d

  • Using diagnostic tools to help increase your own and the client’s awareness and insights.
  • Case study/practical sessions.

12.30 to 1.15Lunch

1.15 to 3.00Co-supervised Coaching Practical

  • Coaching, being coached, observing and giving feedback.
  • Peer feedback and self-reflection.

3.00 to 3.15 Break

3.15 to 4.30The role of Supervision and Networking

  • Review SWOT analysis and personal development plan.
  • The role of on-going supervision.
  • Different types of supervision.
  • Networking and CPD.
  • Development plans for future development.
  • Review of assignment requirements and action planning for assignment success.

4.30 to 5.00Workshop/Programme Review and Close

Coaching and Mentoring Skills for Managers Online Resources

Part 1: Fundamentals of coaching

Part 2: Using coaching to maximise performance

Part 3: Embedding coaching in the organisation

Coaching and Mentoring Skills for Managers:

Part 1: Fundamentals of coaching

Introduction to Part 1: Fundamentals of coaching.

  1. Definitions of coaching and mentoring.
  1. Management coaching.
  1. Psychology of coaching.
  1. Breaking negative belief cycles.
  1. Increasing awareness and responsibility.
  1. Core skills of coaching.
  1. The OSCAR Coaching Model.
  1. OSCAR demonstration.
  1. Everyday coaching for busy managers.

Summary of Part 1: Fundamentals of coaching.

Coaching and Mentoring Skills for Managers:

Part 2: Using coaching to maximise performance

Introduction to Part 2: Using coaching to maximise performance.

  1. Motivating people to perform.
  1. Coaching for performance.
  1. Using the performance wheel.
  1. Coaching versus other styles of management.
  1. Effective questions to maximise performance.
  1. Listening and Feedback.
  1. Building relationships and rapport.
  1. Raising awareness of under-performance.
  1. Raising awareness demonstration (using OSCAR).
  1. Using the performance wheel to address under-performance.

Summary of Part 2: Using coaching to maximise performance.

Coaching and Mentoring Skills for Managers:

Part 3: Embedding coaching in the organisation

Introduction to Part 3: Embedding coaching in the organisation.

  1. Running effective meetings.
  1. Coaching and mentoring for continuous improvement.
  1. Coaching and mentoring people through change.
  1. Coaching and mentoring to reduce stress and promote well-being.
  1. Coaching and mentoring to enhance emotional intelligence.
  1. The role of Transactional Analysis in coaching and mentoring.
  1. Using Transactional Analysis in coaching and mentoring.
  1. Developing a coaching and mentoring culture - the benefits, the challenges and measuring return on investment.
  1. The steps needed to develop a coaching and mentoring culture.
  1. Coaching contracts and stakeholder engagement.
  1. Different types of coaching interventions.
  1. The role of diagnostics.
  1. Coaching competencies, ethics, supervision and CPD.

Summary of Part 3: Embedding coaching in the organisation.

ILM Level 5 Candidate Induction Pack © Worth Consulting Ltd Page - 1 -