Key: A = 2 days, B = 1 day, C = 0.5 days D = also available as a keynote speech

Advanced techniques in coaching and mentoring

Aimed at: Coaches and mentors from recently qualified to highly experienced

Duration: A, B, C

The masterclass has two main objectives:

  • Helping coaches / mentors gain greater insight into their past and future learning journey as a one-to-one developer
  • Equipping them with a portfolio of new techniques and approaches, based on specific issues they have encountered in their practice

David’s research into how coaches and mentors mature in their practice provides a valuable starting point for helping them create a personal coach/mentor development plan.

How to make effective use of supervision

Aimed at: Coaches and mentors at any level of experience

Duration: B, C, D

This very practical workshop looks at the nature of supervision in coaching and mentoring from the perspective of the effective supervisee. It includes topics such as: deciding what to take to supervision and how; recognising and responding to “moments of disconnect”; using the seven conversations of coaching and mentoring to pinpoint where problems with a client originate; the coach’s learning journey (in the context of coach maturity); comparison of different types of supervision; and when to change supervisors.

Team coaching masterclass

Aimed at: Experienced one-to-one coaches, who wish to extend their repertoire into working with teams

Duration: A, B, D

Based on the book Coaching the Team at Work, this workshop looks at the differences between coaching individuals and coaching teams. David explores the additional competencies coaches require to be effective in this very demanding role and the practicalities of managing the four-way relationship between the team, its manager, the organisation. He also presents a range of techniques and approaches team coaches can apply.

Creating and sustaining a coaching and mentoring culture

Aimed at: Senior HR professionals and business leaders

Duration: B,C, D

Based on David’s book, Making Coaching Work, this seminar offers practical guidance on how to build a culture supportive of continuous learning. Key topics include:

  • How to recognise and overcome barriers to a coaching culture
  • The critical role of being coached
  • How to create and maintain a coaching culture at team level
  • How to measure progress towards becoming a coaching culture
  • What strategies have most chance of success?

David presents a number of case studies and invites participants to engage in reflective exercises that explore the coaching culture in their own organizations.

Designing and implementing effective mentoring programmes

Aimed at: HR professionals responsible for mentoring programmes

Duration: A, B, D

Based on the International Standards for Mentoring Programmes in Employment, and on experience delivering hundreds of mentoring programmes in some 50 countries, this workshop covers a comprehensive range of topics for creating and sustaining mentoring programmes that deliver results. In particular, it explores the processes of marketing, recruitment, matching, training, ongoing support, measurement and programme administration.

Harnessing the talent wave

Aimed at: HR and L&D professionals

Duration:  A, B, C, D

David’s book, The Talent Wave (published in August 2012) takes a detailed, evidence-based look at HR practice in talent management and succession planning and finds it seriously wanting. The problem lies in viewing talent and succession as simple, linear systems, when they are in fact complex, adaptive systems. In which case, the most effective approach is to stop trying to control and to focus instead on influencing through much greater quantity and quality of dialogue.

The workshop explains why processes such as 9-box grids have limited usefulness and can badly distort talent selection, while convincing line managers that valid, evidence-based decisions have been made.  Because people in the talent pool (the word pool is often associated with shallow and stagnant!) get more opportunities than others, a self-fulfilling prophecy tends to be created, further reinforcing the illusion that the system is working. It provides practical counterbalances to this kind of narrow thinking and offers clear solutions to aligning the aspirations of talented people with those of the organization. In particular, it provides a clear template for the formal and informal conversations – both face to face and through social networking – that support a complex, adaptive systems approach to these issues.

The leader as coach and mentor

Aimed at: Senior managers and organizational leaders

Duration: B, C, D

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. It’s not that they have to become professional coaches; but they have to up their game sufficiently to respond to a wider variety of situations and to be able to help others achieve a deeper level of reflection about their personal performance and their careers.

This workshop draws on the extensive research and experience of one of the foremost authorities in the field. It builds on leaders’ existing skills and experience as coaches and mentors to equip them with a custom selection of tools and techniques they can apply both inside and outside the organization. It is stimulating, challenging, fast-moving and intensely practical – combining the latest in current theory with processes that can be shown to work.

How to assess the RoI from coaching and mentoring in your organisation

Aimed at: HR professionals responsible for coaching and mentoring

Duration: B, C, D

It’s a sad fact that much coaching and mentoring is poor value for money. In this seminar, David provides an extensive good practice overview and case studies of how organizations are evaluating the RoI on their investment. Key topics he will cover include:

  • Valid and invalid approaches to evaluating coaching quality (client feed is one of the least reliable forms of evidence)
  • The use of Coach Assessment Centres to identify which externally resourced coaches are value for money (typically 70% of the coaches companies are using prove not to be!)
  • Outcomes measurement in developmental mentoring

Mentoring and the diversity agenda

In this workshop, David examines the role of mentoring in supporting diversity objectives; offering practical skills for the mentor in a cross-culture or cross-gender developmental relationship. Key topics include:

  • Upward or reverse mentoring
  • Improving the quality of dialogue in the diverse learning relationship
  • Practical tools and techniques

He draws on current research to illustrate themes with examples of mentoring programmes from around the world.

How to create a coaching climate

Based on David’s book, Making Coaching Work, this seminar offers practical guidance on how to build a culture supportive of continuous learning. Key topics include:

  • How to recognise and overcome barriers to a coaching culture
  • The critical role of being coached
  • How to create and maintain a coaching culture at team level
  • How to measure progress towards becoming a coaching culture
  • What strategies have most chance of success?

David presents a number of case studies and invites participants to engage in reflective exercises that explore the coaching culture in their own organizations.

Coaching, mentoring and work-life balance

Aimed at: Coaches and mentors at any level

Duration: B, C, D

Work-life balance issues arise as a topic in a high proportion of coaching and mentoring relationships. Addressing WLB issues may be essential, before progress can be made on the client’s main agenda. It’s important that a coach/ mentor has sufficient understanding of the dynamics of WLB to help the client reflect and make sometimes complex and emotional decisions. In this seminar, David provides practical tools and approaches, along with opportunities to practise on peers.

Multi-media coaching and mentoring

Aimed at: Coaches and mentors at any level

Duration: C, D

Based on the book Virtual Coach, Virtual Mentor this seminar explores and compares good practice using various media: face to face, email, Skype, telephone and even text.

Talking with talent – A workshop for HR

Aimed at: HR professionals
Duration: B

This one-day intensive workshop aims to help HR review how it communicates with talented employees, both individually and collectively, with the intention to:
• Alignment employee and organizational ambitions and potential within a coherent and flexible strategic plan for talent
• Increase the quality and effectiveness of talent engagement and retention

Background
The relationship between HR and the talent within an organization is a complex, adaptive system – constantly changing as new potentialities arise in markets and technology, in organizational strategy and structure and the skills and experience of employees. Agile organizations find that roles evolve in scope and importance, along with the qualities required of the employees, who fill them or might fill them.

In this constantly shifting environment, traditional talent management and succession planning methods have limited effectiveness and may even reduce agility. They need to be supplemented and in some cases replaced by continuous, honest conversations, in which talented employees and HR (along with organizational leaders) are able to build compatible futures together.

Workshop format and content
The workshop is designed to provide a pragmatic mixture of evidence-based concept, reflection and practical tools. The key topics of the workshop are:

• Understanding the systemic nature of the relationship between talent and organizations – moving from control to enabling
• Creating the climate for honest conversations about careers and business development
• Finding new opportunities to create business advantage from hidden talents and aspirations
• Engaging employees in shaping talent management and succession planning
• Choosing your language – the importance of metaphor in the engagement conversation
• Encouraging and supporting the on-line social networks that underpin organizational and individual learning
• Learning how to listen to talent
• Recognising and supporting “talent factories”
• How HR can get better at listening to talent
• Supporting the conversations between emerging talent and existing leadership

At the end of the workshop, you will
• Have a clear understanding of the mechanisms available to you in working with talent
• Have an action plan for engaging with your talent

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