ILM Level 5 Coaching and Mentoring
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The course is designed for individuals with some coaching and mentoring experience and want to develop their skills further. This course covers topics such as coaching and mentoring models, ethics and boundaries, and developing coaching and mentoring relationships. It also includes a practical element where participants can practice their coaching and mentoring skills.
The ILM Level 5 Coaching and Mentoring course is designed for individuals with prior coaching and mentoring experience eager to advance their skills to the next level. This comprehensive programme covers essential topics such as coaching and mentoring models, ethics and boundaries, and developing effective coaching and mentoring relationships. Additionally, the course includes a practical element where participants can actively practice and refine their coaching and mentoring abilities. Our course begins with an in-depth exploration of various coaching and mentoring models. Participants thoroughly understand different approaches and frameworks, learning how to apply these models effectively in diverse situations. This foundational knowledge allows them to tailor their coaching and mentoring strategies to meet each individual's unique needs. Ethics and boundaries are critical components of effective coaching and mentoring. Our course emphasises the importance of maintaining professional integrity and adhering to ethical guidelines. Participants learn to navigate complex ethical dilemmas and establish clear boundaries to ensure that their coaching and mentoring practices are ethical and effective. This focus on ethics fosters trust and respect in coaching and mentoring relationships, which is essential for successful outcomes. Another key aspect of our ILM Level 5 course is developing strong coaching and mentoring relationships. Participants learn techniques for building rapport, establishing trust, and creating a supportive environment that encourages open communication and personal growth. The course provides practical strategies for engaging with coaches and mentees, helping them set achievable goals and develop actionable plans to reach those goals. A unique feature of our ILM Level 5 Coaching and Mentoring course is its practical component. Participants can practise their skills in real-world scenarios, receiving feedback and guidance from experienced coaches and mentors. This hands-on experience is invaluable for honing their abilities and gaining confidence in their coaching and mentoring techniques. Through these practical exercises, participants can directly apply what they have learned, ensuring that they are well-prepared to make a positive impact in their professional roles. ILM Level 5 Coaching and Mentoring course is designed to elevate the skills of experienced coaches and mentors. By covering advanced topics such as coaching and mentoring models, ethics and boundaries, and relationship development, and by including practical skill application, the course ensures that participants are well-equipped to excel in their coaching and mentoring practices. This programme not only enhances their professional capabilities but also empowers them to foster meaningful and effective coaching and mentoring relationships. To book your place on our ILM Level 5 Coaching and Mentoring course - Click here
Advance Skills to the Next Level
Maintaining Professional Integrity
Develop Actionable Plans
Business Saviness
Mindset, Attitudes and Behaviours
April 29, 2024
Having spent over 20 pragmatic years creating and leading change in organisations and also having studying it academically I believe I have a good take on it by now!
I’ve learned that there is a difference between change management and change leadership. There is more sustainable success when our mindset is focused on leading it as well as managing it.
Bear in mind the definitions of Change vs Transformation.
Change resolves the past
Change requires becoming familiar with the current situation, and working to make things better, faster, and cheaper. The past is the fundamental reference point and actions are intended to alter what has already happened. Success is judged by efficiencies and economies that are realised at the end of our effort, compared with when you started. When you choose change, your future is a reconditioned, or improved, version of the past.
Transformation creates the future
Bringing your preferred future to life requires transformation – revisiting your purpose, the beliefs that drive your decisions, and the impacts of your products and services. It is important to acknowledge the past, complete it, and let it go. Create and move to the new.
Leading change is different from change management
Change management is a well-thought-out set of approaches and tools that support change, often at a project level. It happens in parallel to the project to make sure the business solution is implemented and that people adopt the new behaviours associated with it. It focuses on understanding the difference between the current state and future state, creating communication and training plans, identifying early adopters and resisters, and paving the way for the business outcome to be reached. The change management toolkit is a very important one that should be part of projects that introduce change — but it’s not enough.
Leading change is something very different. Fundamentally, it’s about creating and communicating a vision for change not directly tied to a project or initiative. It’s about making change part of your culture’s DNA. Where it really rocks is when the organisation is consciously and intentionally defining and building the culture it desires and it recognises that change leadership and management is a critical element.
It is transformational, envisioning and driving the business solution, not simply implementing it.
Change leadership creates a mindset across the organisation that focuses on what could or should be different, rather than asking people to simply adopt an already determined solution.
It removes the shackles of how we do things and asks people to truly engage in the change: to become part of creating a solution. It enables others to think differently, moving change along more rapidly and more efficiently, even while it creates a sense of upheaval. It is what makes people say “I have to be part of this,” creating momentum and a desire to continually move to the next phase or next level.
To lead change, don’t just behave differently — think differently
The great change leaders I’ve known have a different mindset than change managers. They aren’t trying to contain change. They’re trying to make it contagious, embedding change thinking into everything from the most fundamental daily interaction to the most complex strategy. To make change contagious, you start with a compelling vision.
A great example: A COO was consolidating eight sales and service support functions into a single shared services organisation. Rather than having a small team of executives determine how to integrate the organisation, he identified cross-level change teams to redefine processes, pull out redundancy, and build new relationships. The only direction he gave was to deliver the vision and meet the timelines that many considered impossible. They met those requirements and more.
In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories, including the highest score in the company’s recent engagement survey and wins that occurred with customers and individuals who embodied the vision, and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.
Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence, and engagement.
Focus on building trust, the bed-rock of alignment, engagement, and high performance.
According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind; only 18% of people trust their business leaders to tell the truth.
Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.
In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories — including the highest score in the company’s recent engagement survey, wins that occurred with customers and individuals who embodied the vision — and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.
Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence and engagement.
Focus on building trust, the bed-rock of alignment, engagement, and high performance. According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind, only 18% of people trust their business leaders to tell the truth.
Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.
To be a great change leader, connect with people authentically and be real with them about what change means and how it happens.
Be comfortable with the discomfort of change but work to increase others’ comfort with it. When change gets bumpy or goes badly, it can be frustrating and scary. Change leaders know that not everyone will experience the same emotions — that, across the organisation, the emotions will run the gamut. Don’t allow it to become the elephant in the room. Notice it, steer into it, leverage it, and maybe even embrace it.
Always create a ‘listening zone’ – a session focused on open discussion about the current changes — how are they going, how are people feeling about them, and what can be adapted to address negative emotions and accelerate change. Even small change puts us into the change curve (Kubler-Ross) either consciously or unconsciously – it is a skill to recognise this in ourselves and others. It’s this emotional element that often blocks the pace of change – where the resistance exists.
So, a change leader’s emotional intelligence and resilience are a vital aspect of their capability.
Finally, great change leaders know that change is not an event. It’s a dynamic that ebbs and flows but never goes away. Sometimes it’s large; sometimes it’s small. It’s a continual part of life in the organisation.
Above all else, change leaders hate the status quo. But, they don’t just change for change’s sake. They change to take advantage of opportunities and stay ahead of the competition. If you want to stay ahead, assess your mindset.
Take a step back and look at your attitude towards change.
Are you trying to constrain change or make it contagious?
Have you done the groundwork to make that happen — creating and communicating a compelling vision, leveraging every conversation, and building trust?
Do you have the change leader’s mindset or the change manager’s mindset?
Do you think it’s possible to develop a change leader’s mindset?
Do you want to?
Business Saviness
April 26, 2024
The Covid-19 pandemic caused numerous widespread problems for businesses, governments, and individuals alike. Regarding business specifically, the pandemic triggered significant talent shortages globally, with Professor Anthony Klotz referring to this phenomenon as the Great Resignation to describe this. Statistically speaking, it is estimated that 77% of Gen Z-ers, 63% of Millennials, and 33% of baby boomers are planning to change jobs within the next year.
This has increased employee turnover and the fluidity of the job market with a Korn Ferry study showing that 55% of professionals believe this will continue to grow in 2022. Resultantly, 50% of CEOs globally have cited talent recruitment as one of their most critical employee focuses.
The power of an effective workforce within an organisation should not be underestimated. It is well documented both in academia and reality that employees are a resource capable of sustaining a competitive advantage with a positive relationship between this and firm performance.
The Great Resignation has had several practical implications. Firstly, and unsurprisingly this has increased the importance of organsiations having efficient and effective recruitment processes. As so many more people are leaving organisations, companies need systems in place able to cope with the increased pressure on them.
A perhaps more unexpected result of these higher levels of employee turnover, however, is the mindset shift that has taken place transforming the market from being dominated by employers demands to the employees. This means organisations are actively improving candidate experience and engagement during the recruitment process to increase recruiting success.
Having said all of this, the Definitive Guide to Talent Acquisition research found that only 15% of companies were attracting and retaining candidates well.
Is your organisation within this 15%? Or are you struggling like the majority?
The transformation from the ‘Great Resignation to ‘The Great Hire’ is the phase we are moving into and those organisations who can make the transition quickly will give themselves a chance to recruit the best talent.
It is simple, to hire the best people, you need the best recruitment systems, strategies, and synergy between candidates and culture.
When you have achieved this, be sure to live up to the candidate’s expectations or they will become another statistic and the costly resignation cycle starts again.
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Change Management
April 26, 2024
According to John Kotter, 70%-85% of all projects and programs that require people to adapt to new ways fail. Once an organisation makes a change, many organisations boomerang back to what the business used to be.
There could be numerous reasons for the failure; however, the most pivotal ones are the lack of senior team alignment, communication, poor implementation and no change management capability. The leadership requirements of leading a transformation differ from a generic senior leadership role. Business transformations are effectively remodelling and maintaining the new model, which many senior leaders do not have the experience and practical skills to deliver.
Why do organisations fail at change?
Leadership is arguably the most frequent reason why organisational change fails. Most problems within a given change programme are solved, caused or prevented by the skill of the change leaders in charge. However, leaders are not trained effectively to be skilful change leaders; change leadership development is lacking and must become prioritised. Leaders cannot operate change programmes like they run their organisations as they are too different.
However, leaders deserve support, knowledge, and encouragement to implement change. Once leaders have the training they need to be successful, they can implement the mechanisms to help embed new habits that will become consistent and widespread.
Are your leaders equipped to change your organisation?
If they are not, arrange a call with us. We can ensure your leaders are ready for tomorrow’s changes.
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Strategic Execution and Implementation involves turning plans into action and ensuring organisational strategies are effectively implemented to achieve goals, improve performance, and drive business success.
Customer experience (CX) refers to customers' overall perception and interaction with a company or brand throughout their entire journey. It encompasses all touchpoints and interactions, from initial awareness to post-purchase support.
Growth, marketing, and sales are interconnected aspects of business that work together to drive revenue, acquire customers, and expand market presence. Here's an overview of each area and how they contribute to the overall success of a business.
People Performance focuses on understanding human behaviour, optimising team dynamics, and enhancing organisational effectiveness through psychological principles and performance management strategies.
Organisational Performance is a measure of how effectively an organisation achieves its goals, enhances productivity, and experiences growth through efficient processes, strong leadership, and employee engagement.
Unlock your organisation's potential, foster a culture of excellence, & achieve sustainable success through strategic people performance.
Experience the transformative power of strategic evaluation with our dedicated CX consultancy service.
Identifying an organisation's openness to change in 4.5 minutes, the Indicator organisation's can make informed, insightful decisions.
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Social Housing
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Telemetry Organisation
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Financial Services
Yellow Belt Training Course. Just a personal note of thanks, too, for your time; I genuinely enjoyed it, and as hosts and facilitation go – you were superb! Regards
Head of Customer Experience - Business Change
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Financial Services
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Finding a credible supplier to work with a time-poor, senior leadership team is not always easy due to the multiple personalities involved and different needs. However, Masters in Minds (MiMs), nailed it. From initial introductions, through to a measurably successful, company-wide, senior leader coa ... Read More
Financial Services
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Construction Company
Social Housing
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Global Manufacturer
“My own energy and application to my role has significantly heightened, and I am already seeing metrics improve as a result of just a few changes to how I interact and ensure this cascades down.
In a positive way, I never expected it to be as good!”
Manufacturer
“Very, very impressive course indeed, of all the various workshops and courses I have done down the years in large organisations this was the most impressive and by far the best facilitated – and I am fairly sure that this belief was shared by most or all of the audience – excellent and thank you!&rdquo ... Read More
BPO
“just had a sneaky look at the early NPS figures (indicative) for my team and we have continued to improve 74%, the highest we have ever been!! Thanks for helping on this journey, do you want a job?!”
Social Housing
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Regional Director
“The coaching I’ve had from you has been excellent, thank you, you have helped me so much and I really feel I have grown as a result. I’ve come a long way from the person who was nervous to do a short presentation in front of the video camera on day 1 of LDP and feeling I wasn’t good enough.&rdquo ... Read More
Director
“I really found the coaching experience to be of great benefit. Julie was able to evoke my thoughts and feelings by asking the right questions and by taking me out of my comfort zone. It enabled me to gain a deeper understanding of some of my inner thoughts, desires and goals. Through our coaching sessions, I becam ... Read More
Commercial Director, IMV-IMAGING
“From initial contact with Julie through the Vistage Networks through to the conclusion of the project, MIM were excellent to work with from start to finish. The team not only took time to understand our challenges and what we were trying to achieve from the process, but they really took the time to understand our ... Read More
Manging Director
“Dear MiM team, We made it! What a truly fantastic journey we have been on for the last few ... Read More
Sales Director
“At first, with LDP, I found it tough going. In order to put things right with my personal and team performance, I had to accept that what I was doing needed to improve. My personal standards had to improve. I needed to constantly look at myself, my performance, my attitude, and how I interacted with my sales manag ... Read More
Sales & Marketing Director
“MiM have brought Golden Charter a number of things: The ability to stand back and look at the overall process objectively and from the consumer’s point of view – identifying non-value added activities Culture change – bringing the teams together to redesign the consumer e ... Read More
Financial Services, Edinburgh
“Following a successful pilot of the program in 2007, we realised that all the managers had to go through the ‘CSD’ Enabling mindset and behaviours programme in order for all to understand the new learnings and be aligned as an organisation.As a result, the business was better equipped to perform ... Read More
Head of Operations, Standard Life Germany
“MIM has helped SL Germany to drive better performance through improved communication and ownership, which has helped us gain trust and clarity as a team. MIM's approach was to work closely with us, in a non-typical client/supplier relationship, so much so that they feel part of my team and my persona ... Read More
Lynne Phillips
“The standard that is delivered is of the highest quality from all Masters in Minds Associates involved. Not only do they apply Lean Sigma and systems thinking to the tasks and processes at hand, they deliver some key mindset training that helps those involved change their approach to deliver successful and sustain ... Read More
CEO Office, Transocean
“I met Julie a couple of years ago while the Senior Leadership Team of Transocean was working on a big change management program. At that point in time still working for Phoenix Obsidian, Julie did a brilliant job as meeting facilitator and change manager during a series of meetings. Due to her excellent work, Tran ... Read More
Head of Contact Centre Channel
“The nine months spent working with Stephen & the team at Masters in Minds has been truly transformational, both for me personally and the wider team. At each stage of the process the topics covered have been hugely relevant & delivered in an engaging upbeat manner, while at the same time challenging my bel ... Read More
Divisional Director
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