Developing Highly Effective Subordinates through Mentoring and Coaching
Duration: 2 days




Developing Highly Effective Subordinates through Mentoring and Coaching


Faculty:  Anil Bhatnagar
:            2 Days


A.           About The Workshop:


·         This workshop has been specially designed to develop participants into buddies for their earmarked subordinates, so that every time they come across small, small problems, shortcomings and disappointments in the latter, instead of cursing and seeking to punish them, they see in them the opportunities to develop and mentor them.


B.           Objective


To sensitize the executives towards the importance of having effective, efficient, competent, and committed subordinates and to provide the participants with power-packed strategies for Developing Highly Effective Subordinates through Coaching and Mentoring


C.            Deliverables


The workshop


·         Instils in the participants an attitude of a genuinely interested and loyal friend and a mentor the juniors can rely on with complete trust. 


·         Develops skills to develop and maintain rapport with newcomers.


·         Helps you discover how to bring out the best in your subordinates and how to ensure ceaseless and accelerated improvement in the following three areas of improvement in their subordinates:


i.attitude and integrity,

ii.skill, knowledge and competence, and

iii.morale, willingness, initiative and motivational level


·         Helps you discover effective ways of developing keen observation so as to enable themselves and their subordinates coach and self-coach while ‘on the job’.

·         Makes you learn tips on giving and receiving negative feedback while building a cohesive working environment.

·         Helps you discover ways of making themselves and their subordinates learn without hurting their and others’ self-esteem and while keeping the morale of the team contagiously high.


D.           Rationale:


·         As per a gallop poll in USA, subordinates felt that 25% of their managers deserve to be fired since they fail to lead them effectively and were of almost no use to them especially as mentors. No wonder it is so because after all how many of us are trained to be so? Mentoring, by the way is the art to guide and nurture the growth of others.

·         If you want your team to be highly developed and motivated you need to develop yourself and be highly motivated yourself. People do not lack motivation or energy. They simply have set impotent goals for themselves. And as a manager one needs to help people see their real potential and inspire them to exploit it fully.

·         There is no one way to develop subordinates because even though every subordinate may have the similar looking human body but within these similar looking packaging you never get one kind of stuff. You will be a big failure as a carpenter, if you use a hammer, screw driver and driller in the same way.

·         Developing subordinates involves knowing them well, identifying their developmental needs on the basis of the gaps that you find between what you want them to be and what they are. Your expectations then can be fine tuned in the light of the difference between then what they are and what they can be. The next phase is to determine the mental blocks, their doubts, their fears that keep them stuck where they are and keep them from giving their best. The best of techniques cannot coach, guide or develop subordinates who do not need the see to do so.


·         And before one tries to decide one’s course of action to bring about the desired development in subordinates and start implementing one needs to ensure that they hold one in high esteem and love and respect him/her enough. People do not give much value to those whom they do not consider as an ideal person fit to be their role model.

·         You cannot motivate people. You can only inspire them to motivate themselves. And you cannot inspire people to motivate themselves if you yourself are not what you showcase yourself as. People do not tend to follow the one in whom they find a hypocrite. You may be very knowledgeable and conversant with all the mentoring techniques but people do not care how much you know. They want to know how much you care.


E.            Contents:

First Day

Fore Noon Session


·                          Rules of the game

·                          Definitions: What is the difference among coaching, mentoring and counseling

·                          The Habit Tank and the knowledge tank


Tea Break

The foundations of coaching

·                          The importance of awareness

·                          The power of questions in raising level of awareness

·                          The gap between Potential and performance


Post Lunch Session

The Need for coaching

·                          Seeing the need for coaching with passion

·                          Different kinds of management styles

·                          Advantages of coaching

Tea Break

Fundamentals of coaching

·                          InputàProcessàOutput

·                          Awareness and responsibility

·                          Performance, learning, and joy

·                          Barriers to coaching: Internal and external

Second Day

Fore Noon Session

Principles of  coaching

·                          Five things we need to coach on

·                          Coaching Plan for personal excellence

·                          Following the ‘GROW’ sequence of questions

·                          The art of asking questions for coaching: Dos and don’ts

·                          The importance of patient listening

Tea Break

Planning and implementing a coaching plan

·                          Developing deep emotional bond with the subordinate.

·                          How to give negative feedback while raising  others’ self esteem of the subordinate

·                          Coaching Plan for team excellence

·                          Implementing your coaching plan      

·                          Feedback and Valediction



F.            Methodology


·                     Self-discovery and assessment instruments

·                     Real life case studies and examples that participants can readily identify themselves with.

·                     Role plays

·                     Small group exercises, activities, and discussions in which participants are able to share their own experiences and learn from one another

·                     Recapitulation and customized action plan after each section


Feedback direct from horse’s mouth i.e. the participants

"This training should be given to our bosses also".
--P.S. Hari Hindustan Zinc Limited"

The course was enlightening".
--Yogesh Chandra Devpura Hindustan Zinc Limited

"I was surprised by the ease with which such complex ideas were presented. It will certainly change my life".
--Ashish Asthana. Hindustan Zinc Limited

"The workshop was excellent".
--Dr Vijai Pal Singh Hindustan Zinc Limited

"I promise to follow what I have learnt in this workshop at my home and at my work".
--K.K. Prasad Hindustan Zinc Limited

"I was surprised by your immense power to touch one's soul".
--A Meghanathan Hindustan Zinc Limited

"The course made me feel awakened".
--Sunil Vashishth Hindustan Zinc Limited

"I was surprised by the energy of the faculty".
--KT Selvan Hindustan Zinc Limited

"The course was excellent with live examples".
--Dr SC Mehta, Hindustan Zinc Limited

"The course was good, educating and professional and made me feel delighted".
--RS Mehta, Hindustan Zinc LimitedSkills




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