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Coaching and Mentoring Course (2 days)
Managers leave able to run a structured coaching conversation, set up a mentoring relationship, and tell which of the two a situation calls for.
Coaching and mentoring are among the most cost-effective development tools an organisation has, but only when managers know how to use them. Coaching is short-term and goal-focused: it draws the answer out of the employee to lift performance on a specific skill or target. Mentoring is longer-term: it passes experience across to build judgement, confidence and career direction. This coaching and mentoring course teaches managers to do both, and to recognise which one a situation needs.
Day one builds the foundations: the GROW model, questioning and listening, trust and feedback, how to plan a coaching process for a specific person – such as a newly appointed first-line manager – and how to measure whether the coaching is working. Day two is practice: full coaching conversations in triads with an observer, setting up a mentoring relationship and agreement, coaching through a performance problem, and building coaching into the team's normal routine.
Delegates leave with a 90-day coaching plan for their own team and the confidence to start the following week.
Why this course
For your organisation
- Managers who develop people in daily conversations, not only on courses
- New supervisors and first-line managers ready for the role sooner
- Underperformance addressed through coaching before it becomes a disciplinary matter
- A mentoring structure that supports succession and keeps scarce skills
- One shared coaching framework across line managers
For your delegates
- A clear test for when to coach and when to mentor
- A conversation structure you can use the next working day
- A full day of practice with observer and facilitator feedback
- A mentoring agreement template
- A 90-day coaching plan for your team
What delegates will be able to do
- Explain the difference between coaching and mentoring and choose the right one for a situation
- Run a complete coaching conversation with the GROW model
- Use open, probing and reflective questions and listen actively
- Plan a coaching process for a specific person, including a new first-line manager
- Give feedback and constructive criticism the other person can act on
- Set up a mentoring relationship with clear expectations, boundaries and a written agreement
- Coach an employee through a performance problem while they keep ownership of the solution
- Measure the results of coaching and decide when to close or extend it
Who should attend
Senior managers, heads of department, supervisors, team leaders and junior managers who manage a team, and HR and learning and development practitioners rolling out coaching or mentoring programmes who need line managers to share one practical framework.
Course outline
Day 1 – Coaching foundations
Coaching and mentoring defined
- What coaching is and what mentoring is
- Focus, time horizon and who leads in each
- When to coach and when to mentor
- The manager as coach: asking instead of telling
The GROW model
- Goal: agreeing a SMART goal with the employee, not for them
- Reality: an honest picture of where things stand
- Options: generating possible paths with the employee
- Way forward: commitments, first steps and a follow-up date
Questioning, listening and trust
- Open, probing and reflective questions
- Active listening and what gets in the way of it
- Building trust and an honest coaching relationship
- Confidentiality and its limits
Feedback and roadblocks
- Giving feedback that is heard
- The feedback sandwich and when it backfires
- Constructive criticism without defensiveness
- Common roadblocks, and resetting goals when progress stalls
Planning a coaching process
- Choosing who to coach and why, including newly appointed first-line managers
- Assessing strengths and development needs against the role
- A coaching plan: goals, sessions, timeframe and support
- Agreeing the plan with the person and their line manager
Measuring coaching results
- Indicators agreed at the start
- Progress reviews and a check-in rhythm
- Evidence of changed behaviour and better results
- Knowing when coaching has done its job
Day 2 – Coaching and mentoring in practice
Practice coaching conversations
- Coaching triads: coach, coachee and observer
- A full GROW conversation on a real workplace issue
- Observation against a coaching checklist
- Feedback from the observer and the facilitator
- A second round applying the feedback
Setting up a mentoring relationship
- Matching mentors and mentees
- The first meeting: expectations, boundaries and confidentiality
- Drafting a mentoring agreement
- Frequency, format and length of the relationship
- Mentoring across cultures and generations
Coaching through performance problems
- Where coaching ends and the formal poor-performance process begins
- Describing the gap with facts, not judgement
- Keeping the employee responsible for the solution
- Recording the agreed actions
- Practice: a performance coaching conversation
Building a coaching culture
- Short, regular, goal-anchored coaching moments
- Helping other managers to coach and mentor
- Linking coaching and mentoring to succession and retention
- What HR and senior management need to do
Your 90-day coaching plan
- Your strengths and gaps as a coach and mentor
- Choosing the first people and conversations
- A 90-day plan and a follow-up with a course peer
- Course close
How it is delivered
Two days, 08:30-16:00. In person at your offices anywhere in South Africa, at a BOTI venue, or live online. One delegate or a group of up to 20; day two's practice runs in groups of three. Workbook, GROW conversation guide, coaching checklist and mentoring agreement template included. We deliver it at your offices in Johannesburg, Pretoria, Durban, Cape Town and anywhere else in South Africa, at a BOTI venue in Johannesburg, or live online for teams in different places.
What our clients say
★★★★★ 4.8 on Google from 790+ reviews · word-for-word quotes from signed letters of reference, from clients on this and/or related BOTI courses
“Coaching sessions have been delivered on a consistent monthly basis throughout the engagement, with BOTI's facilitators demonstrating professionalism, flexibility in scheduling, and a strong ability to tailor coaching content to the individual development needs of our delegates.”
“All training programmes were delivered in a highly professional manner, with effective coordination and strict adherence to our scheduling requirements. The facilitators demonstrated a commendable level of expertise, and the quality of delivery consistently met our expectations.”
“The facilitator who conducted the training was professional and tailored both the schedule and environment to ensure that learners had a safe space to share authentic, real-life experiences”
Frequently asked questions
Can you run this course at our offices?
Yes. We train at client premises anywhere in South Africa, at a BOTI venue, or live online.
How many people can attend?
From one delegate to a group of about 20. Day two uses coaching triads, so in-house groups work best in multiples of three; a single delegate practises with the facilitator.
Is it accredited?
No. This is a non-accredited short course and delegates receive a BOTI certificate of attendance.
Can the practice use our own situations?
Yes. Delegates bring real coaching topics from their teams, and the facilitator can build your competency framework or existing mentoring programme into day two.
Do you offer one-on-one coaching for senior leaders?
Yes. BOTI offers one-on-one leadership coaching packages of 3, 6 or 12 one-hour sessions for senior managers and executives. This course teaches managers to coach others; the packages coach the leader.
Can you run this course in Johannesburg, Cape Town or Durban?
Yes. We train on site at your offices in Johannesburg, Pretoria, Durban, Cape Town and across South Africa, at a BOTI venue in Johannesburg, or live online so a team spread over several offices can attend together.
Related courses
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