Course Overview

The ILM Level 7 Certificate is split into three distinct elements:

• three group workshops- two days each
• a work based assignment - 1000 to 1500 word case study
• practical coaching experience - 12 hours assessed through a coaching diary

The three workshops are to be completed in February, April and May respectively

Participants then have 12 months to complete and submit their assignment and coaching diary - which are marked and independently verified by the ILM (tutor and peer group support for this period is established during the workshops)

Workshops

Each workshop includes plenary, large and small group discussions, practical exercises and case studies

Workshop One

Day One

• why the demand for leadership mentoring and executive coaching is growing
• how organisations select leadership mentors and executive coaches
• identifying opportunities for leadership mentoring and executive coaching in organisations
• establishing credibility in organisations through appropriate personal qualities
• review of coaching competency assessment
• setting up leadership mentoring and executive coaching for success
• the foundations which make mentoring and coaching a major lifelong learning opportunity for business leaders
• definitions, comparisons and key differences between coaching and other leadership development interventions
• executive coaching v personal coaching - similarities and differences
• establishing and continuing to develop self awareness of own personal style
• raising awareness and understanding of the impact of the elements of the MBTI profile on coaching and leadership competency
• individual feedback and learning about own MBTI profile
• raising awareness and understanding of the impact of TA profile on coaching and leadership competency
• introduction of concept of the impact of how values and beliefs shape people’s perceptions

Day Two

• using the coaching framework and philosophies to develop effective practice and achieve maximum client impact
• establishing and agreeing desired outcomes
• gaining a clear reality through challenge and support
• identification of innovative options
• agreeing a willingness to take meaningful action
• working with a coaching blueprint to ensure all key elements are covered

Workshop Two

Day One

• identification of the source and type of personal beliefs
• tracking of the impact of personal beliefs on behaviour, personal growth and achievement
• recognition of beliefs in action
• re-modelling of beliefs to create personal empowerment
• identification of values as motivators
• how to work with personal values hierarchy and values in conflict
• alignment of values as an aid to personal empowerment
• working with and staying non-judgemental around other people’s values
• the impact on the relationship and outcomes of developing clear ethics in mentoring and coaching
• raising the understanding of legal obligations of diversity in the workplace
• valuing and working with personal aspects of difference within each mentoring and coaching client

Day Two

• raising awareness and understanding of the relevance of the Neuro Linguistic Programming (NLP) communication model to mentoring or coaching
• identifying clients’ ‘models of the world’ and their impact on perception, language and thinking
• identifying and working with sub modalities to enhance clients’ mental strategies
• developing high impact questions, link words and statements to motivate clients
• working with clients’ language filters
• anchoring resourceful states to inform effective behaviour and thinking.
• recognising empathy as a key foundation to the strength of the mentor/client or coach/client relationship
• how to build empathy with each client and key stakeholder
• rapport strategies, including, matching and leading to support resourcefulness in each client

Workshop Three

Day One

• development of a range of key insights to increase understanding of issues around common leadership challenges presented for discussion by
  clients in mentoring or coaching relationships
• gaining an insight into organisation culture types and the potential impact of each type on the success of mentoring or coaching
• recognition of how organisation communication strategies can help or hinder the leadership development
• development of commonly used organisational language

Day Two

• developing own code of conduct and ethics around coaching relationships
• contracting with the coaching client, the sponsor and the organisation
• the importance of building and maintaining professional networks to support development of mentoring and coaching practice
• how to establish, develop and maintain client and colleague networks