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Mentoring Skills Training - London and UK wide
Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
(last 12 months) | (955 reviews, see all 99,943 testimonials) |
From £495 List price £650
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
For those whose roles involve mentoring others, this course is designed to develop enhanced support, guidance and nurturing skills suitable for a mentor/mentee relationship.
You may also consider our problem solving training courses.
Benefits
Delegates will leave with a set of tools and an action plan for building effective relationships that benefit both mentor and mentee. Coaching and mentoring training helps provide a platform on which you can more effectively help others both in a professional and personal context.Course Syllabus
What mentors do
The mentoring role
Coaching and Mentoring Styles
Observation and feedback
Guidance and Experience
Helping Mentees make choices
Becoming a mentor
Establishing objectives
Managing boundaries
Observation and Feedback
Building confidence
Emotions vs Objectivity
Mentoring skills
Understanding motivation
Confidence building
Active Listening
Identifying coaching opportunities
Giving and receiving feedback
Tackling difficult situations
Taking things forward
Action planning
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Online training
Regular breaks throughout the day.
Learning tools
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
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Testimonials
(last 12 months) | (955 reviews, see all 99,943 testimonials) |
Smith Greenfield Services Ltd
Amanda Stentiford,
Underwriter
Very happy with the content and presentation of this course
Mentoring
Visas & Citizenship, UK Visas and Immigration
Wini Eyison,
EODM
Thought it was great and just right
Mentoring
Camden Arts Centre
Livvy Murdoch,
Education Coordinator
A well paced day of training, with a great trainer and time set aside for thinking through how to put the training straight into actions.
Mentoring
Learning & Development Resources
Soft Skills Blog
- Coaching and Mentoring for Managers
- Secrets to better management skills
- Performance Management part 4: Developing Individuals
- 3 Powerful Leadership Habits
Infographics
Training manual sample
Below are some extracts from our Mentoring manual.
Mentoring Skills
Whatare the benefits of mentoring?
Benjamin Franklin was quoted as saying, 'Tell me and Iforget, teach me and I may remember, involve me and I learn. “
Learning through experience, from our own or others, is byfar one of the most effective ways to learn new skills and affect positivechange.
Below we have highlighted just some of the benefits:
Mentees benefit fromMentors
- Provide information and knowledge
- Find new ways to stimulate personal and professional growth
- Sounding boards to bounce ideas off them for an unfiltered opinion
- Help them to not make the same mistakes
- See improvements when we sometimes cannot
- Create necessary boundaries that we cannot (or will not) set for ourselves
- Trusted advisors
- Great connectors to other people in the organisation or industry
Organisation
- Better relationships lead to better communication
- Improved decision making
- Faster people development – knowledge, skills and experience
- A shorter learning curve that means staff can do their jobs more effectively
- We don’t keep making the same mistakes –improved best practice
Mentor
- Achieve personal career gains
- Enhance leadership skills
- Help shape the leaders of tomorrow
- Gain the intrinsic rewards of helping others
Stage1 Getting to Know Each Other
You may already know the person you are going to mentor,they may be a colleague, team member or even a direct report. So do we need tothink about the relationship? The simple answer is yes. Even if we have an existingrelationship it’s essential to enter into the mentoring relationship with aclear view and understanding of the expectations from all parties.
What do we need to do at this stage?
Establish the expectations of the relationship
Be supportive and create a comfortable and reassuringenvironment
What actions should we take at this stage?
Get to know each other personally
Identify the mentees learning needs for their career andprofessional development
At this stage we need to begin setting the expectations oflearning. The Mentoring Contract mentioned earlier will help define specificgoals and the approach to meetings and communication.
What do we need to do at this stage?
Establish the expectations of learning
Help identify learning opportunities at work that will worktowards technical or theoretical knowledge
Suggest learning that relates to their development or theprofession (this could be outside of the organisation), useful contacts,reference materials, websites
Encourage the mentee to come up with lots of ideas
What actions should we take at this stage?
Set SMART objectives:
Specific
Measurable
Achievable
Relevant
Time bound
Check that the Mentor Contract is still relevant and nochanges need to be made.
In this section we’ll explore what skills are required toget the best from the relationship.
Facilitative Vs. Directive Mentoring
Knowing when tochallenge and when to instruct to get the best results.
Demonstrate methods and techniques
Give clear and specific instructions
Help the mentee make fewer mistakes
Teach
When could this approach be used?
Mentee new to the role, organisation or industry
Time constraints
What are then benefits/ drawbacks of using this style?
Benefits – Mentee learns specific things faster, learn frommentor’s mistakes
Drawbacks – Mentee not learning from their own experience,learning may not stick in the long run
Listen more, talk less
Help them make connections
Do not do the work for them
Share ideas and opinions
When could this approach be used?
At any point
What are then benefits/ drawbacks of using this style?
Benefits – Mentee learns from their own experience andmistakes, the learning sticks
Drawbacks – Requires more time and skill to ensure the fullbenefits are realised
Different types of questions will get different effects.
It should come as no surprise that asking great questionsillicit a great response. Here’s the Dummies Guide to Ten Tips For Asking GoodQuestions (read more here http://www.dummies.com/careers/find-a-job/interviews/ten-tips-for-asking-good-questions/)
No one says everything you want to hear in the exact order,depth, and detail that you prefer. That’s why the chief tool of a good listeneris a good question. Well-crafted questions can stimulate, draw out, and guidediscussion.
- Plan your questions. Before your meeting, outline your information goals and a sequence of related questions to help you follow the conversation and cue your notes.
- Know your purpose. Every question you ask should help you gather either facts or an opinion. Know which kind of information you need and frame your questions accordingly.
- Open conversation. Unlike simple yes-or-no questions, open-ended questions invite the respondent to talk — and enable you to gather much more information. “What do you like best about this company?” is likely to generate more valuable information than “Do you like this company?”
- Speak your listener’s language. Relate questions to the listener’s frame of Use neutral wording. Asking leading questions, such as “How’d you like the terrific amenities at the office here?” is unproductive. Because the question expresses a glowing opinion of the venue, the other person isn’t likely to say anything negative about it, even if he hated the place. He hasn’t altered his feelings; he just hasn’t expressed them, and you’ve lost an opportunity to influence him. A neutral question that elicits accurate information or an honest opinion — such as “How did you like it?” — is much more helpful.
- Follow general questions with specific ones. Build a hierarchy of questions that begins with the big picture and gradually drills down into specifics with follow-up questions.
- Focus your questions so they ask one thing at a time. To get more complete answers, craft short questions, each of which covers a single point. If you really want to know two different things, ask two different questions.
- Ask only essential questions. If you don’t really care about the information that’s likely to come, don’t ask the question. Respect the other person’s time and attention to avoid appearing resistant to closing the deal.
- Don’t interrupt. Listen to the full answer to your question. The art of good questioning lies in truly wanting the information that would be in the answer.
- Transition naturally. Use something in the answer to frame your next question. Even if this takes you off your planned path for a while, it shows that you’re listening, not just hammering through your agenda, and it ensures that the conversation flows naturally.
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