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The aim of ILM Level 5 Certificate in Coaching and Mentoring is to advance your coaching skills to the next level and includes the skill of mentoring. Making a clear distinction between coaching and mentoring enables you to move between the two skills when needed
Recognising the difference between the role of the coach and mentor within the workplace and make a case for the intervention of either a coach or mentoring programme or both.
To be confident in compiling and presenting a proposal and setting the aims and objectives for that; to be in a position to show measured improvements as a direct result of that intervention
- Creating a coaching and mentoring mindset within the workplace and for yourself
- Advance coaching and mentoring skills;
- Assess own skills
- Build evidence of development as a coach and mentor
- Build coaching and mentoring plans for the organisation
There are no formal entry requirements but it would be useful for you to have successfully completed the ILM Level 3 Coaching Certificate. We will also accept your work/life experience as a coach.
What is the distinction between being a Coach and a Mentor?
Is someone who enables individuals to acquire the knowledge, skills and techniques needed to perform effectively in their occupational role by motivating, inspiring, challenging and stimulating action.
Is someone who has been in the role for some time, has much experience and would be able to offer guidance by recognising the needs of an individual so that they may reach their full potential.
Understanding the Skills, Principle and Practice of Effective Management Coaching and Mentoring
Purpose of coaching and mentoring
Identify potential individual, operational and organisational barriers to using coaching or mentoring and develop appropriate strategies for minimising or overcoming these
Present the case for using coaching or mentoring to benefit the performance of individuals and organisations.
- Ethical, moral and attitudinal beliefs of coach and mentor
- Critically explore the knowledge, skills, and behaviour of an effective coach or mentor
- Analyse why coaches or mentors require effective communication skills
- Review the responsibilities of the coach or mentor to manage relationships (including values and power) and remain ethical and non-judgemental
- Analyse the rationale for, and the characteristics of, effective contracting within coaching or mentoring
- Critically review the elements required for effective and integrated coaching or mentoring
Undertaking management coaching or mentoring in the workplace
As with all our highly practical approaches to training, it is important to integrate your learning in the real world. As such you will complete a minimum of 12 hours of formal coaching.
Explain the rationale for coaching or mentoring for one or more clients and formally agree on a contract with one or more clients
Developmental needs and agree on goals, in line with organisational, divisional and/or team goals
Plan and prepare a short coaching or mentoring programme with one or more clients
Critically review your use of a range of diagnostic coaching and mentoring tools and techniques
Assess your ability to build relationships and use effective communication techniques of questioning, listening and giving feedback
Maintain appropriate overview records of goals, discussion and outcomes including progress towards goals
And to deepen your new found skills, to reflect on your coaching/mentoring practice. This involves exploring from a holistically point of view the different patterns and personal learning areas for improvement.