In the last two decades, many employers have shown enthusiastic commitment to gender diversity. Women have made enormous strides in being able to compete on the same playing field as men at work. This is where initiatives such as mentoring and sponsor programmes have been really successful in helping erode this gender imbalance and create more gender equity. Gender equity means fairness of treatment for women and men, according to their respective needs. All the research strongly confirms this as being an important factor in developing more women leaders. So let us consider:
What are the outcomes from introducing mentoring for women into your organisation?
The outcomes of mentoring which support gender equity for women.
And what is different about female talent mentoring today?
A collaboration with Leeds Business School, a Postgraduate Certificate in Coaching and Mentoring for Leadership in Organisations
This state of the art Postgraduate Certificate (PGC) is unique in that it can be delivered completely virtually if this works more effectively for your organisation. It is designed to develop highly effective internal coaches and mentors who are competent to coach and mentor within their organisations, develop leadership capability and provide a high calibre coaching and mentoring resource internally.
Our Postgraduate Certificate will provide all the skills practice, competence preparation and knowledge necessary to achieve this and remember it can be delivered virtually if this is easier for your coaches and mentors! Continue reading →
In partnership with Leeds Beckett University, a Post Graduate Certificate in Coaching and Mentoring for Leadership in Organisations*
The programme is designed to develop highly effective internal coaches and mentors who are competent to work within their organisations and can provide a trained coaching and mentoring resource internally.
The programme will provide all the skills practice, competence preparation and knowledge necessary to achieve this.
The key players are the senior executive and the coach. However, executive coaching does not occur in a vacuum. There are a number of stakeholders involved in the executive coaching process — the executive’s leader, peers, reports, Human Resources — but the real focus is on the relationship between the coach and the individual executive. Continue reading →
Is your senior leadership team under increased pressure as a result of increased regulation, changing demands and the need to be more accountable? Do you know senior executives who have expressed an interest in wanting to grow and improve? Or may be you know senior executives who need to improve their performance. What have you offered to help them? Are you making the most of Executive Coaching? Continue reading →
It never fails to amaze me in my conversations with HR and L&D Professionals how many of them absolutely agree with me, that coaching is a desired leadership behaviour, but under examination, it is not one particularly evident or valued in their own organisation. Of course, there is always one ‘good person’ on the senior management team who is a champion, but can’t seem to get traction. Or some middle managers, who are pushing the cause. However, it is so rare to find a ‘real’ energised coaching culture in any organisation. The best you can hope for are pockets of evangelists, who fly the flag for coaching and have partial success until their ‘ring leader’ leaves, or is deposed or fired!
We all know the VUCA workplace is stressful, understand how to develop your leaders so that they can survive, thrive and be more productive in this volatile, uncertain, complex and ambiguous world we operate in! Continue reading →
Here is your opportunity to experience the process of Team Coaching; to discuss the issues and dilemmas of a Team Coaching intervention; and, to realise the power and potential of Team Coaching as a Leadership and Team Development intervention all under the safe tutelage of Dr Julia Claxton and Dean Horsman of Leeds Beckett University. Continue reading →