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Coaching and Mentoring

Sample

Corporate Training Materials


All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee!

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TABLE OF CONTENTS
Preface ..............................................................................................................................................3 What is Courseware? ................................................................................................................................ 3 How Do I Customize My Course? .............................................................................................................. 3 Materials Required ................................................................................................................................... 4 Maximizing Your Training Power.............................................................................................................. 5 Icebreakers ........................................................................................................................................6 Icebreaker: Friends Indeed........................................................................................................................ 7 Training Manual Sample.....................................................................................................................8 Sample Module: Understanding the Realities .......................................................................................... 9 Instructor Guide Sample................................................................................................................... 13 Sample Module: Understanding the Realities ........................................................................................ 14 Activities ......................................................................................................................................... 21 Quick Reference Sheets.................................................................................................................... 24 Certificate of Completion ................................................................................................................. 26 HTML Material ................................................................................................................................. 28 PowerPoint Sample.......................................................................................................................... 34

Preface
What is Courseware?
Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.

How Do I Customize My Course?


Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processors other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK.

(You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:

Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials.

Materials Required
All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper

Maximizing Your Training Power


We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)

Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.

And now, time for the training!

Icebreakers
Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

Icebreaker: Friends Indeed


Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers

Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who dont like ice cream

The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Lets be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.

Training Manual Sample


On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is the shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

Reality is that which, when you stop believing in it, doesnt go away. Philip K. Dick
Sample Module: Understanding the Realities
In the last module, you plotted a marker in the horizon as a beacon, guiding your employee to a specific, measurable, attainable, realistic, and timely goal. This is a great start, but there is also a need to know where your journey began. Placing a marker at the starting point of your employees coaching journey enables both you and your employee to determine and measure progress. The goal in the offing may never seem to get any closer, because you have no point of reference to gauge your progress. In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey. Examining the current realities is the second component or the R of the GROW model. Let us delve into this concept to learn more about it.

Getting a Picture of Where You Are


Framing the reality of the situation for your employee is an important step to accepting the coaching process. It is easier for you to outline your employees performance problem, but this does not create the most receptive environment. In order to gain acceptance of the problem it is best to let the employees come to the realization themselves. Neglecting to do this could result in a non-responsive employee. They may feel apprehensive or defensive and shut down. They may go along with your coaching, but their attitude is that of just getting the coaching session over with in the least amount of time. Involving your employee is easy if you are willing to ask questions, listen, and guide your employee to where they are in their performance. Here are four simple questions you can ask: What is happening now? How often is this happening? When does it happen? What is the affect?

These questions help you to guide your employee to a place where they can see their performance affect the organization. When they realize the impact on their own more buy-in is created. In addition, more information may be obtained on why your employee is not performing at the level they should be achieving. The realization of the problem marks the starting point. It also serves as a marker on performance. For instance, an employee may discover that they are not reaching production goals because they are taking extra time doing something incorrectly. Knowing this, you are able to refer to this issue when improvements occur.

Identifying Obstacles
When coaching, obstacles will arise and you need to be prepared to handle them with efficiency. The last thing you want to happen is your employee handing you an obstacle you cannot address because you are not prepared to handle the problem with a consistent response. Using the IRA steps to obstacle identification and removal is vital to the coaching process. Here is the breakdown of the process. Identify the obstacle: Have a frank discussion with your employee and determine what is blocking their performance. Waiting for them to give you the information voluntarily will probably not happen. Root out the cause: Many times underlying emotions or problems may be the cause of the obstacles. Ask probing questions and jot down answers. You might realize they have a fear that must be addressed. Antidote given: A remedy to the situation is needed in order to get past this obstacle. Brainstorm with your employee on ways to remove the obstacles. In some cases, you may have to try several different antidotes. Be patient if the cause is genuine.

No matter what the perceived obstacles are, do not let it stifle you coaching objective. Rarely, you may encounter an employee that throws obstacles constantly your way in an effort to derail you. Identify this and address it with that employee, documenting every conversation.

Exploring the Past


Exploring your employees past performance and development is a great way to develop the reality of todays performance. Of course, you want to avoid belaboring a past mistake to the point where it makes the session ineffective. On the other hand, focusing on past achievement helps to encourage your employee. Here are some things to focus from the past: Goals that were met Great behaviors Great attitudes Problems solved

Using the past helps to recap where your employee is at today. It is like telling a story but the end has not yet been determined. Use this time to speak positively to your employee. Avoid being negative or emphasizing the consequences to failure. This will leave an impression on your employee that could hinder their success. Setting a positive environment opens the door for the next part of the GROW model. Developing options is an essential step both you and your employee must take in order to continue toward meeting your development goals. Let us explore what this entails.

Instructor Guide Sample


On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

Reality is that which, when you stop believing in it, doesnt go away. Philip K. Dick

Sample Module: Understanding the Realities


In the last module, you plotted a marker in the horizon as a beacon, guiding your employee to a specific, measurable, attainable, realistic, and timely goal. This is a great start, but there is also a need to know where your journey began. Placing a marker at the starting point of your employees coaching journey enables both you and your employee to determine and measure progress. The goal in the offing may never seem to get any closer, because you have no point of reference to gauge your progress. In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey. Examining the current realities is the second component or the R of the GROW model. Let us delve into this concept to learn more about it.

Getting a Picture of Where You Are


Estimated Time Lesson Objective 10 minutes Participants will identify the benefits of having employees identify themselves where they are in terms of their performance. Through a group discussion, participants will discover that the employee will see the effect of their performance not only to themselves, but also to the entire organization. Materials Required Flip chart Markers Getting a picture handout with following questions: o o o o Planning Checklist What is happening now? How often is this happening? When does it happen? What is the affect?

Lesson Summary

Print enough handouts for all participants. Distribute handouts to all participants Have table teams elect a leader Have the team discuss a time when they received coaching and were they were told of the problem without their input. What reactions did you have? Instruct table leader to jot down group answers to share with the rest of the class. Write down responses from table leaders on flip chart. Debrief by giving benefits of allowing employee self-identify their current performance issue.

Recommended Activity

Delivery Tips

Go around the room to each team in round-robin format, allowing all tables to share before answers begin to repeat.

Framing the reality of the situation for your employee is an important step to accepting the coaching process. It is easier for you to outline your employees performance problem, but this does not create the most receptive environment. In order to gain acceptance of the problem it is best to let the employees come to the realization themselves. Neglecting to do this could result in a non-responsive employee. They may feel apprehensive or defensive and shut down. They may go along with your coaching, but their attitude is that of just getting the coaching session over with in the least amount of time. Involving your employee is easy if you are willing to ask questions, listen, and guide your employee to where they are in their performance. Here are four simple questions you can ask: What is happening now? How often is this happening? When does it happen? What is the affect?

These questions help you to guide your employee to a place where they can see their performance affect the organization. When they realize the impact on their own more buy-in is created. In addition, more information may be obtained on why your employee is not performing at the level they should be achieving. The realization of the problem marks the starting point. It also serves as a marker on performance. For instance, an employee may discover that they are not reaching production goals because they are taking extra time doing something incorrectly. Knowing this, you are able to refer to this issue when improvements occur.

Identifying Obstacles
Estimated Time Lesson Objective 10 minutes The participants will understand the steps to identifying obstacles and removing them. Participants will use the IRA steps to identifying and removing them. IRA stands for: Lesson Summary Identify obstacle Root out cause o Sample causes: fear, denial, lack of resources, complacency and entrenched culture

Antidote given o Sample antidote: fear/knowledge; denial/acknowledge; lack of resources/give information, procedures; complacency/refocus; entrenched culture/realign to vision

Materials Required Planning Checklist

IRA handout IRA worksheet Print enough handouts and worksheets for all participants. Distribute both IRA handouts and worksheets to all participants Have participants work with their table groups Allow five to seven minutes for them to complete Go over the answers with the class Have groups come up with their own obstacles, cause and antidote Go around room and have teams share their answers Once complete ask how did the IRA process helped them.

Recommended Activity

Delivery Tips

Stress that fact that obstacles come in various forms with various causes. They must be keen to their employees situation.

When coaching, obstacles will arise and you need to be prepared to handle them with efficiency. The last thing you want to happen is your employee handing you an obstacle you cannot address because you are not prepared to handle the problem with a consistent response. Using the IRA steps to obstacle identification and removal is vital to the coaching process. Here is the breakdown of the process. Identify the obstacle: Have a frank discussion with your employee and determine what is blocking their performance. Waiting for them to give you the information voluntarily will probably not happen. Root out the cause: Many times underlying emotions or problems may be the cause of the obstacles. Ask probing questions and jot down answers. You might realize they have a fear that must be addressed. Antidote given: A remedy to the situation is needed in order to get past this obstacle. Brainstorm with your employee on ways to remove the obstacles. In some cases, you may have to try several different antidotes. Be patient if the cause is genuine.

No matter what the perceived obstacles are, do not let it stifle you coaching objective. Rarely, you may encounter an employee that throws obstacles constantly your way in an effort to derail you. Identify this and address it with that employee, documenting every conversation.

Exploring the Past


Estimated Time Lesson Objective 10 minutes The participants will understand the benefits of exploring the past to determine future steps. A brief lecture on exploring the employees past will help the participants understand the benefits of review past performance and behavior in shaping the future of their employee. Power point presentation Make sure all equipment is working Make sure presentation is readily available. Go through presentation Encourage questions at the end of the presentation.

Lesson Summary

Materials Required Planning Checklist

Recommended Activity

Stories to Share

Of course, we do learn from history, but it is how we apply the learning that matters. I remember in Arthur Koestlers The Act of Creation (1964) how he talked about creativity being like being faced with a canyon you wish to cross. Your first step it to find a bridge. You might find a bridge that nearly fits but then some extra effort is required to completely span the gap. These bridges are our patterns, which we develop through experience or by hearing stories about other peoples adventures. While we are good at recalling past patterns we must remain mindful of the need to reshape these patterns according to the context and needs of the issue at hand. Anecdote by Dave Snowden

Delivery Tips

Avoid reading off the slides. It is best to memorize high points and facilitate the power point with little referencing the slides.

Exploring your employees past performance and development is a great way to develop the reality of todays performance. Of course, you want to avoid belaboring a past mistake to the point where it makes the session ineffective. On the other hand, focusing on past achievement helps to encourage your employee. Here are some things to focus from the past: Goals that were met Great behaviors Great attitudes Problems solved

Using the past helps to recap where your employee is at today. It is like telling a story but the end has not yet been determined. Use this time to speak positively to your employee. Avoid being negative or emphasizing the consequences to failure. This will leave an impression on your employee that could hinder their success. Setting a positive environment opens the door for the next part of the GROW model. Developing options is an essential step both you and your employee must take in order to continue toward meeting your development goals. Let us explore what this entails.

Activities
During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

Sample Worksheet: Getting a Picture

Employees Name Todays Date & Time


DATE TIME

What is happening now? What should be happening? How often is it happening? When does it happen?

What is the affect? Next Meeting Date and Time


DATE TIME

Notes

Sample Worksheet: IRA Handout

Identify the obstacle: Have a frank discussion with your employee and determine what is blocking their performance.

Root out the cause: Many times underlying emotions or problems may be the cause of the obstacles.

Antidote* given: A remedy to the situation is needed in order to get past this obstacle. Brainstorm with your employee on ways to remove the obstacles.

*Sample issue/antidote:
Fear/knowledge Denial/acknowledge Lack of resources/give information, procedures Complacency/re-focus Entrenched culture/realign to vision

Quick Reference Sheets


Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

Coaching and Mentoring


Identifying Paths
Would they shut down if we, as their coach, solely determine the action steps they are going to take? They might. It is imperative to keep the employee engaged. If not, the rest of the coaching session is just a one-way discussion, leaving your employee powerless in his or her own development. When you allow your employee to participate in the development of their options, you get B.I.G. results. Buy-in by your employee, because the options developed was a collaborative effort Innovation, because more creativity is possible when two work at it Growth, because the options developed will have more meaning and lasting commitment

Creating the Final Plan


The LAMA process is designed to approach the planning activity in a consistent and efficient manner. Each component of the LAMA process is time sensitive and is anchored by your overall SMART goal, meaning the entire process should be complete by the goal day you set. Here is the breakdown of LAMA and a description of each of the components: Learn: some form of learning should take place. It could be a variety of activities. Mentoring with a peer, reading a book, taking a course, are some examples of learning opportunities you may implement. Apply: implement what was learned soon after learning is completed. Measure: agree on a method of measuring when and how the new learning is used on the job. You can perform observations, or have your employee track it on a worksheet you developed. The idea is to monitor the use of the new knowledge. Assess: review the impact of the new skill on the performance metric being improved. Any success should be attributed to the new skill and encouraged.

Adapting the GROW Model for Mentoring


Goal: What are your career goals? What do you want to accomplish in the next year? Reality: Where are you in relation to your career goal? What are you lacking that you need to have in order to reach that career goal? Options: What are activities you think will help you develop those missing skills? Wrap it up: What is your plan? How do you want to go about this?

Corporate Training Materials, 2011

www.corporatetrainingmaterials.com

Certificate of Completion
Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

CERTIFICATE OF COMPLETION [Name]


Has mastered the course Coaching and Mentoring
Awarded this _______ day of __________, 20___

Presenter Name and Title

HTML Material
We also offer an HTML version of the material. We convert a Training Manual to HTML which provides a basic way of viewing the material through your Internet browser. The material is presented with a Table of Content along the left so you can navigate between modules and lessons. There is also a set of navigation buttons along the top where you can just click though the material page by page. The HTML material can be hosted and accessed on a local computer. It is also possible to provide remote access through the Internet, a LAN, or even your companies Intranet. HTML provides the ability to offer a self-paced or off site version of the course. The link below will provide you the opportunity to view and navigate through the HTML format the same way a participant would experience it. www.corporatetrainingmaterials.com/HTML_Sample/Coaching_and_Mentoring/index.html

PowerPoint Sample
Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.