Estimate what effective coaching and mentoring costs to run properly, and what is lost when it is not.
Effective Coaching and Managerial Mentoring
An applied course in effective coaching and mentoring built around the decisions practitioners actually face.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on effective coaching and mentoring, which nobody trained them for. The hardest part of coaching and mentoring is rarely deciding — it is holding the decision when it becomes unpopular. A common pattern is strong design of this strand of organisational leadership paired with weak follow-through. They leave able to brief senior management on effective coaching and mentoring in terms that support a decision. The programme uses small-group work so that each participant's treatment of the wider organisational leadership agenda is examined, not just described. It establishes a shared vocabulary for coaching and mentoring so that teams can disagree productively about it. Where effective coaching and mentoring is measured, it improves; where it is only discussed, it drifts. It suits anyone whose decisions touch coaching and mentoring, in large organisations and small ones alike. The closing exercise tests whether the participant's plan for this aspect of organisational leadership survives a hostile question.
Expected Learning Outcomes
Set direction on coaching and mentoring that people can act on without further interpretation.
Translate policy on effective coaching and mentoring into procedures that hold up under day-to-day pressure.
Manage the emotional load coaching and mentoring places on you and on the team.
Review your own performance on effective coaching and mentoring as rigorously as you review others'.
Read the informal dynamics that determine whether coaching and mentoring actually moves.
Draw practical lessons from failures in effective coaching and mentoring without assigning blame that suppresses reporting.
Who Should Attend
Newly appointed managers taking on effective coaching and mentoring for the first time.
Consultants coaching leadership teams on coaching and mentoring.
Department heads and senior managers accountable for effective coaching and mentoring.
Board members and non-executives overseeing coaching and mentoring.
Those responsible for briefing external stakeholders on effective coaching and mentoring.
Newly promoted managers taking on coaching and mentoring for the first time.
Course Modules
Effective coaching and mentoring: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Reading the room before proposing effective coaching and mentoring
- Confirm that contractual obligations around effective coaching and mentoring are understood.
- Decide what will be stopped to create capacity for coaching and mentoring.
- Name a single owner for each element of effective coaching and mentoring.
- Decide the point at which you would escalate coaching and mentoring.
Session 2Deciding on coaching and mentoring when the information will never be complete
- Set the decision rights on effective coaching and mentoring: who decides, who is consulted, who is told.
- Agree the indicators that will show whether coaching and mentoring is improving.
- Check that records of effective coaching and mentoring answer the questions likely to be asked.
- Give one piece of specific feedback on coaching and mentoring within the week.
Coaching and mentoring: performance, standards and consistency
2 sessions · 8 pointsSession 1Saying the thing about coaching and mentoring that nobody wants to say
- Ask the team what they think is wrong with the plan for effective coaching and mentoring.
- Identify your successor for coaching and mentoring and the gap they need to close.
- State the outcome expected from effective coaching and mentoring in a single sentence anyone can repeat.
- Recognise publicly one person whose work on coaching and mentoring went unnoticed.
Session 2What to measure in coaching and mentoring and what to ignore
- Identify where judgement in effective coaching and mentoring is legitimate and where it is not.
- Assess the workload coaching and mentoring adds and what you will remove to make room.
- Define the trigger that would require effective coaching and mentoring to be redesigned.
- Agree the standard on coaching and mentoring and confirm it applies to everyone.
Coaching and mentoring: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Recovering after a visible mistake on coaching and mentoring
- Name the person accountable for each part of effective coaching and mentoring, not the committee.
- Estimate the resource coaching and mentoring requires to run as designed.
- Rehearse the briefing on effective coaching and mentoring that would follow an incident.
- Map the handovers in coaching and mentoring between functions and secure them.
Session 2Holding the line on effective coaching and mentoring when it costs you
- Confirm that those complying with effective coaching and mentoring understand why it exists.
- Write down the reasoning behind your position on coaching and mentoring.
- Record what was learned when effective coaching and mentoring did not go as planned.
- Establish who is informed, consulted and accountable in coaching and mentoring.
Coaching and mentoring: setting direction people can act on
2 sessions · 8 pointsSession 1Reading the current state of coaching and mentoring honestly
- Decide what you will delegate on effective coaching and mentoring and what you will not, and say why.
- Rank the weaknesses in coaching and mentoring by consequence rather than by ease of fixing.
- Identify which function can quietly block effective coaching and mentoring and address it directly.
- Identify the conversation about coaching and mentoring you have been postponing, and schedule it.
Session 2Testing coaching and mentoring before relying on it
- Prepare how you will respond when effective coaching and mentoring is challenged publicly.
- Identify single points of dependency in coaching and mentoring and reduce them.
- Define acceptance criteria for effective coaching and mentoring in advance.
- Set the review point at which coaching and mentoring will be reconsidered.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.