1. Training of Trainers Counselling methods techniques & skills
By Senior Sort Term International Expert: Kyriakos DIMITRIOU
Place: UCCI Tashkent Training Centre
Ташкент - July 5, 2014

2. Our objectives are to
Define the terms mentoring and coaching understanding their differences
Understand the way of mentor’s and coach's delivery
Define differences between terms and techniques when we refer to training activity or a coaching/ mentoring activity
Deepen the understanding of techniques and terms in their use inside an organization / company

3. Coaching & Mentoring
Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance.
Both are based on the use of one-to-one discussions (individual approach), but occasionally may be applied in small groups.
In such case the group should be up to 3-4 persons

4. Mentoring
Mentoring is not new. The term “mentor” originates from Greek Mythology. According the businessdictionary.com: Mentoring is an employee training system under which a senior or more experienced individual (the mentor) is assigned to act as an advisor, counselor, or guide to a junior or trainee. The mentor is responsible for providing support to, and feedback on, the individual in his or her charge.

5. Coaching
From the same source: Extending traditional training methods to include focus on (1) an individual's needs and accomplishments, (2) close observation, and (3) impartial and non-judgmental feedback on performance. ok

6. Ok lets clear it
Coaching is: "a process that enables learning and development to occur and thus performance to improve. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place“ Eric Parsloe (author and Director of the OCM)

7. and
Mentoring is: off-line help by one person to another in making significant transitions in knowledge, work or thinking {Clutterbuck, D & Megginson, D, Mentoring Executives and Directors (1999)}

8. coaching and mentoring
Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential.
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do:
Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change.

9. coaching and mentoring/2
Use questioning techniques to facilitate individual's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach
Support the individual in setting appropriate goals and methods of assessing progress in relation to these goals. Listen and ask questions to understand the situation
Creatively apply tools and techniques

10. coaching and mentoring/3
Maintain unconditional positive regard for the person, which means that is at all times supportive and non-judgemental of him/her, their views, lifestyle and aspirations
Evaluate the outcomes of the process, using objective measures
Encourage individuals to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals

11. Difference #1
Coaching is task oriented. The focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. This requires a content expert (coach) who is capable of teaching the individual how to develop these skills. It is essentially a non-directive form of development

12. Difference #1
Mentoring is relationship oriented. It seeks to provide a safe environment where the “mentoree” shares whatever issues affect his/her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things, such as work/life balance, self-confidence, self-perception, and how the personal influences the professional

13. Difference #2
Coaching is short term. A coach can successfully be involved with a person for a short period of time. The coaching lasts for as long as is needed, depending on the purpose of the coaching relationship.
Mentoring is always long term. In order to be successful, requires time in which both sides can learn about one another and build trust that creates an environment of secureness in sharing the real issues that impact his/her …success

14. Difference #3
Coaching is performance driven. The purpose is to improve the individual's performance (usually) on the job. This involves either enhancing current skills or acquiring new skills. Once he/she successfully acquires the skills, the coach is no longer needed.

15. Difference #3
Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for the future. This distinction differentiates the role of the mentor and coach. It also reduces the possibility of creating conflict between the employee's supervising manager and the mentor

16. Difference #4
Coaching does not require design but can be conducted almost immediately on any given topic. If a company seeks to provide coaching to a large group of individuals, then certainly an amount of design is involved in order to determine the competency area, expertise needed, and assessment tools used, but this does not necessarily require a long lead-time to actually implement the coaching program.

17. Difference #4
Mentoring requires a design phase in order to determine the strategic purpose for mentoring, the focus areas of the relationship, the specific mentoring models, and the specific components that will guide the relationship, especially the matching process

18. Difference #5
The employee's supervising manager is a critical partner in coaching. The supervising manager quite often provides the coach with feedback on areas in which the employee is in need of coaching. Thus coach uses this information to guide the coaching process.

19. Difference #5
In mentoring, the supervising manager is indirectly involved. Although manager may offer suggestions or recommendation to the matching committee on what would constitute a good match, the manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the mentoring relationship's integrity.

20. Coaching
Coaching activities have both organisational and individual goals
It provides people with feedback on both their strengths and their weaknesses
Personal issues may be discussed but the emphasis is on performance at work
May be financed by the company/ organization or by the individual

21. Mentoring There are 5 phases to a mentoring relationship.
Focus on growth
Matching ourselves
Setting direction
Create
progress
Move on

22. Role play as Simulation
Role play 1: the coach and the employee. I would like to ask for 2 volunteers. Instructions will be given personally with the help (video) of Ravshan Role play 2: the mentor and the executive I would like to ask the same, but there are no instructions this time

23. Tools for Analysis and Assessment
There are several tools for analysis and assessment to be used by a trainer, a coach, a mentor and even a consultant (during TNA and/or other phases when working in an Adult’s Training Centre / VTC). Some of these tools are quite sophisticated and maybe are driving beyond the goals setted (ie Multi-criteria Analysis, Cost-benefit Analysis, strategic etc). That’s why I will ask …

24. SWOT Analysis
… I will ask someone to take my place and be our trainer for a while in the subject
Strengths
Weaknesses
Opportunities
Threats
Internal
External
environment

25. SWOT
provides us with a structure and focus for discussion, so that we will be able to:
Identify and quantify the problems
Prioritize problems
Set objectives
Identify broad actions to achieve objectives

26. But before the SWOT analysis
Use of secondary researches
Questionnaires to key actors
Use of primary researches
Collective observations
Personal in-depth interviews
Opinion polls
Public surveys
Roundtable meetings
Pilot projects

27. PEST Analysis
The organization's marketing environment is made up of: 1. The internal environment e.g. staff (or internal customers), office technology, wages and finance, etc. 2. The micro-environment e.g. our external customers, agents and distributors, suppliers, our competitors, etc. 3. The macro-environment e.g. Political (and legal) forces, Economic forces, Sociocultural forces, and Technological forces. These are …PEST factors

28. PEST P Political factors E Economic factors S Sociocultural factors T
Technological factors

29. Political Factors
Brainstorming … Have a huge influence upon the regulation of businesses, and the spending power of consumers. Must consider issues such as: 1.How stable is the political environment? 2.Will government policy influence laws that regulate or tax the companies? 3.What is the government's position on marketing ethics?

30. Political Factors
4. What is the government's policy on the economy? 5. Does the government have a view on sustainable development, global compact principles, services, culture? 6. Is the government involved in training agreements? 7. Which is the educational policy?

31. Economic Factors
Marketers need to consider the state of a trading economy in the short and long-terms. This is especially true when planning for international marketing. You need to look at:
1. Interest rates
2. The level of inflation, the employment level
3. Long-term prospects for the economy Gross Domestic Product (GDP) per capita
4. The level of direct / indirect investments

32. Sociocultural Factors
Influences on business vary a lot by sector. We will concentrate on Training, counseling, coaching, mentoring.
1.What are the attitudes towards training?
2. How much do companies / organizations invest in the area?
3. Which is the employment status?
4. How much time do employees may reserve for training?

33. Sociocultural Factors/2
5. Who is going to pay?
6. Are there sex differences?
7. Which is the average competencies level?
8. Are there differences between regions?
9. Are there suitable periods or are there periods that training offer is less convenient?
10. Do companies/ people have a strong/ weak opinion on “green” economy?

34. Technological Factors
Is vital for competitive advantage – the major driver of globalization. Consider the following points:
1. Does the current technology allow for products and services to be made in lower price + a better standard of quality?
2. Does the current technology may offer consumers and businesses more innovative products and services?

35. Technological Factors
3. Which is the degree of new technologies use?
4.Does technology offer companies a new way to communicate with consumers e.g. banners, Customer Relationship Management (CRM), etc?
5. Are there technologies that are not in use in the country / area / region?

36. Summary Are there additional questions?
Will you help me to summarize our training action of the day?

37. Спасибо за ваше Внимание Вопросы, Комментарии и Предложения (до 17.30)
Спасибо за ваше Внимание Вопросы, Комментарии и Предложения (до 17.30)