Welcome to the cmbdCoaching Programme

CMI Level 5 Certificate in Management Coaching and Mentoring (QCF) – 6 days 

Dr John Collins - Download Biography

Dr John Collins
John is a highly experienced professional business coach, consultant and trainer who specialises in working with leaders and teams to enable them to embrace significant growth and change. He has held senior positions in blue chip organisations in the UK and has extensive international experience across South East Asia, USA and Europe. This encompassed R & D, Operations and commercial management.

Some 5 years spent leading and implementing major corporate change programmes in the UK, developed a real passion for developing and coaching people and teams to enable them to generate innovative and sustainable solutions to the problems high growth generates. He drives successful change with a pragmatic approach that works from boardroom to shop floor.

About the programme:                                                Download these details: 

This is a comprehensive Level 5 leadership, coaching and mentoring programme, comprising a series of six one day workshops and with the completion of unit 5017V1 Coaching Practice and Theory for those delegates who choose to complete the optional CMI qualification.

The purpose of the programme is to introduce to middle and senior managers the use of leadership mentoring and coaching skills to get better results from their teams. At the heart of the programme is the CMI Level 5 Award in Management Coaching and Mentoring (QCF), an internationally recognised qualification with 45 to 50 guided hours of learning - leading to the completion of a work-based assignment. The six workshops provide 36 guided learning hours, the remainder coming from one-on one tutorial support whilst completing the assignment. Completion of the qualification is optional and requires registration of the candidate with the awarding body.

The benefits for the individuals taking part include;

·         Understanding the role that mentoring and coaching can play in achieving objectives
·         Understanding the core principles, skills and impact of coaching and mentoring on individuals
·         Learning how to construct and manage a suitable process for effective coaching and mentoring
·         Being able to put skills learned on the programme into practice
·         Gaining a nationally recognised qualification (optional)
·         Peer based learning and review

The benefits to the delegate organisation include;

·         A qualification focused on work-place activity and improvement
·         Managers with the skills and knowledge to deliver objectives
·         Managers with the self-awareness to lead and develop their teams
·         More motivated and enthusiastic staff
·         Managers with the knowledge required to make a real difference

Designed for:

The programme is designed for middle and senior managers with the required levels of experience and knowledge to complete a level 5 course. Completion of the Award at Level 5 provides a progression route to Certificate and Diploma levels if required or progression to level 7 at a later date. Candidates may come from any size organisation and the programme can be run on an in-house basis are on an open course format.

Sessions are normally held two to three weeks apart but this is flexible depending on the needs of the delegates.
The Programme content:

Each of the six workshops is self-contained and focuses on a particular coaching, mentoring and leadership topic. This provides the underpinning knowledge required for the qualification, allowing the delegates to discuss and explore the various issues that are relevant to them. Indicative module content is outlined below for each of the six days of the programme.

Session One – Leadership

Delegates will learn;

·         The distinction between Leadership and Management and how to achieve a balance
·         The main leadership models and their practical application in the workplace
·         The concept of leadership styles and techniques
·         The leadership in action theory
·         Transformational v Transactional leadership
·         Trait theory and is it still valid?
·         What people look for in their leader
·         Case studies on great leaders
·         How to provide clear focus and direction
·         How to use delegation as a coaching tool
·         The learning cycle concept
Session Two – Motivation and Communication Skills

Delegates will learn;

·         Motivation - through vision, mission and values?
·         What motivates people
·         Motivation theories and concepts (Maslow, McGregor, Vroom & Hertzburg)
·         People are complicated
·         Identifying team, individual and personal development areas and how to address them
·         The concept of Knowledge Management (Dixon)
·         Barriers to effective communication and how to overcome them
·         Choosing the right channel of communication
·         Team v individual communication
·         The importance of providing a clear focus
Session Three – The Tools and Techniques required in coaching practice (5017V1 Task 1)

Delegates will learn;

·         Leadership style and the relevance to coaching
·         About the coaching ‘cycle’ and using models such as GROW and ACHIEVE to provide structure
·         The value of the ‘coaching contract’ and how to establish this
·         How to use the techniques of reflection, self-awareness, dialogue and questioning and listening
·         The Gallwey outer and inner game model and how to use it in coaching
·         How to encourage the coachee to use problem solving techniques to identify options
·         Inductive Reasoning, PDCA and Root Cause Analysis as problem solving techniques
·         The difference between coaching, mentoring and other development techniques
·         How to achieve behavioural and organisational change through coaching
·         The use of coaching to achieve organisational objectives

Session Four – Team Dynamics and the Characteristics of High Performing Teams

Delegates will learn;

·         What is a team?
·         How to recognise the characteristics of high performing teams and how to coach a team
·         The stages of team development
·         About identifying individual strengths and managing weaknesses
·         Team Role theory (Belbin et al)
·         How to recognise the individual team roles
·         How to manage and develop the individuals within the team
·         The concept of self-managed teams
·         The value of Empowerment and Autonomy

Session Five – The Coaching Relationship, Guidelines and Protocols (5017V1 Tasks 2 and 3)

Delegates will learn;

·         How to build a string coaching relationship and the importance of doing so early
·         What personal skills are required and that should be developed as a coach
·         How to build commitment to the relationship on both sides
·         To establish SMART objectives that can be monitored for progress
·         To establish processes and procedures to coach effectively
·         To develop guidelines and protocols for coaching interventions within the organisation
·         The use of techniques to assess the impact on organisational objectives, behaviour and culture

Session Six – Coaching and the Change Process (Based on 6003V1)

Delegates will learn;

·         A basic understanding of change process models (Kotter, Lewin, Stanley, Fisher, Burke-Litwin)
·         How to use the coaching process within the change process, identifying specific objectives
·         The impact of change on individuals within the organisation and coaching to engage people
·         Understanding the stakeholders and the use of analysis such as the Power and Interest Matrix
·         How to secure support for the change process
·         The importance of supporting individuals through the change process
·         To link the evaluation of the change process to the evaluation of the coaching process

For more information, contact John Collins on 07802 208166 or email john@cmbd.org.uk