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Coaching & Mentoring Workshop (SFC) 

Introduction

One of the key qualities of highly successful leaders is the ability to mentor and coach effectively. In this session, leaders learn how to coach and mentor using various tools and techniques. They learn the GROW Model, which assures that any coaching or mentoring session is effective and productive.

This workshop is designed to be highly interactive with a mix of theory and practical sessions (group problem-solving/planning, experiential practice with role-playing of varying difficulty scenarios, interactive discussions & application exercises). Participants will emerge from the workshop having the knowledge and skills to become much more effective coaches and mentors. Also, they will know how to use the tools and techniques to drive staff motivators, ownership, productivity and effectiveness in their workplaces.

Scenarios of varying complexity will be used to enable the participants to apply their messaging skills in situations that have contrasting dynamics. They will learn how their communication strengths in one situation can become a heavy obstacle in another, and how to therefore put their “best foot forward’ as consistently credible and motivating senior management mentors – regardless of the coachee/mentee’s personality type and frame of reference.

In the above instances, the case studies will be critically examined and prioritised in complexity to suit the demographics of the participants 

Objectives

By the end of the workshop, participants will:
• Have developed an understanding of the principles of coaching and mentoring
• Understand the part that coaching and mentoring play in the performance management context
• Have identified the competencies a manager must develop in order to be an effective coach, and an inspiring mentor - and when to use each intervention
• Be able to use the GROW model with a high-comfort level and efficacy in both coaching and mentoring contexts
• Be able to create a nurturing, productive environment
• Understand how personalities & communication styles can create conflict, and learn how to adapt their styles to a productive coaching/mentoring outcome
• How to deal with different types of performance issues
• Have developed an understanding of productive questioning skills
• Have had the opportunity to develop and practice their skills in a supportive environment, and receive feedback and skill-coaching on their performance
• Be in a position to confidently use their new knowledge and skills in the workplace and have a clear plan of action to implement
 

Outline

The What and Why of Coaching & Mentoring; The Processes as Learning Platforms
* An in-depth discussion of coaching and mentoring, their differences, and their value and importance to an organisation.

Basic Coaching Models, Mentoring Models and Goal-Setting Approaches
* An overview of coaching and mentoring models and goals-theory application approaches.

Coaching & Mentoring in Practice - Do’s and Don’ts
* Learn the many facets of coaching including what to do and what not to do.
* Techniques and tools to use to become highly effective coaches and mentors.

Understanding Personality and Its Implications on Your Coaching/Mentoring Style
* The physical elements of coaching/mentoring delivery including the your tone of voice, word choice, body language, and timing.
* An understanding of how to devise coaching/mentoring strategies and anticipate pacing requirements that will be effective with a variety of coachees/mentees.

Understanding How to Use Vocal and Visual Control in Coaching & Mentoring
* Vocal and Visual control, and their contributory ratios to the unspoken “balance of power” in any human interaction.

Using the GROW Model for Collaborative Coaching
* Examine the spectrum of GROW questions.
* Learn how to build on existing knowledge of open, closed and funnel questions in hands-on contexts, applying question-layering techniques to fulfill the GROW cycle.

Using the PUSH and PULL strategies
* Approach differences from the previous module will be illustrated.
* Prepare for more complex case scenarios, through role-plays and hands-on practice.
* Plan and execute 2 influencing and engagement coaching approaches.

Handling Emotional Behaviour
* Transactional Analysis concepts will be facilitated.
* Learn how to equalise crossed and ulterior transactions, by simple application of the TA steps.
* Discuss implications for the manager of EQ, IQ and AQ, and each aspect’s impact on individual coaching & mentoring approaches.  

Trainer(s)

Ms Leong, Anne

Anne Leong has worked in the field of Human Resource management and Training & Organisational Development for the last 25 years in USA, Canada, Europe and Singapore. She has more than 20 years of experience as an HR consultant in Singapore, Oceania and the greater Asia region.??

Since 2000, Anne has worked with clients in the areas of Organisation Development, Talent Management, Leader & Professional Development and Change Management, consulting with them and developing programmes that are tailor-made to meet each client's current & strategic performance goals, its future leadership capability and company growth projections.

Her Singaporean MNC, SME and government clients include IDA, EDB, IE Singapore, Singapore Dept of Statistics, IRAS, MHA, MOE, MITA, SLA, PSA, SPRING, Singapore Police, Institute of Microelectronics, National Skin Centre, CARC, Creative Technology, International Factors, First Capital Corporation, Credinet, ECICS, Flextech, DataOne, Radiance Communications, Vanguard Interiors and Unifor.

Anne holds a Master of Science degree in Applied & Clinical Psychology and a Bachelor of Science double degree in International Business and Humanities/Psychology from the University of San Francisco.

Who Should Attend

Management staff who understand that coaching & mentoring are an essential part of the Collaborative Management skill-set, and who wish to learn how they can achieve performance gains and results through coaching and mentoring.

Course supported for the new Union Training Assistance Programme (UTAP) funding

Union members may enjoy up to $250 unfunded course fee support when you sign up for courses supported under UTAP. Conditions apply. Visit www.ntuc.org.sg for more information.  

Details

Date(s):

9 to 10 November 2016 

Time:

9:00am to 5:00pm 

Venue:

Renovation at one-north campus (Oct to Dec 2016). Alternate venue will be arranged. 

Closing Date:

26 October 2016 

Course Fee:

Standard: S$631.30  

NTU/NIE Alumni, Staff & Students: S$505.04  

Group (3 & Above): S$568.17

NTUC Member: S$568.17

 

Registration fees inclusive of:

  • Course materials

  • Light refreshments

  • Complimentary Lunch - applicable at NTU@one-north campus only

  • Prevailing GST

Online Registration

>> CLICK HERE to Register Online

 

Methods of Payment

1. Credit Card (Visa, American Express and Mastercard only)

2. Cheque made payable to Nanyang Technological University

3. Invoice to Company (for Company Sponsored Participants)

4. E-invoice (for Government Organizations)

5. Telegraphic Transfer or Bank Draft (Note: All related charges are to be borne by participant)

Cancellation & Refund Policy

A written notification to cce@ntu.edu.sg or fax to

6774 2911 before course closing date.

No cancellation charges (Full refund)

 

 

A written notification on or after course closing date.
 

No Refund

SkillsFuture Credit (if applicable):
- Participant to cancel their claim with WDA
- NTU-CCE reserves the rights to collect the full fee amount from the participant

Replacement Policy

Given a 3 days notice before course commencement, companies may replace participants who have signed up for the course. Terms and conditions apply.

 

There is no replacement for participant utilising SkillsFuture Credit. Participant to cancel their SkillsFuture Credit claim with WDA.

Terms and Conditions

• Course is subject to a minimum participation before commencement
• Course is subject to a first-come-first-serve basis in light of overwhelming responses
• NTU-CCE reserves the right to change or cancel any course or trainer, in light of unforeseen circumstances
• All details are correct at time of dissemination

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