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Course Outline

Introduction to Mentoring and Coaching for Government

  • Defining mentoring versus coaching: roles, relationships, and professional boundaries
  • When to use mentoring versus coaching in the workplace for government
  • The impact of coaching/mentoring on staff retention, engagement, and performance for government
  • Building trust, psychological safety, and developmental relationships for government
  • Practical Activity: Scenario sorting exercise – identifying appropriate use cases for each approach in a government context
  • Maps to: State the difference between mentoring and coaching for government

Theories of Learning for Government

  • Core adult learning theories: Andragogy, Kolb’s Experiential Learning, Brookfield’s Critical Reflection
  • How motivation, prior experience, and readiness influence workplace learning for government
  • Designing development experiences that align with adult learning principles for government
  • Practical Activity: Mapping a real staff development challenge to a relevant learning theory in a government setting
  • Maps to: Discuss relevant learning theories for government

Understanding Learning Styles for Government

  • Overview of learning preference models (VAK, Kolb, Honey & Mumford) and practical application for government
  • Moving beyond fixed labels: adapting delivery for cognitive diversity in a government environment
  • Strategies for flexible coaching/mentoring communication for government
  • Creating inclusive and personalized development pathways for government
  • Practical Activity: Learning preference self-assessment + pair exercise: adapting one coaching technique for two different styles in a government context
  • Maps to: Describe different learning styles for government

Effective Feedback for Government

  • Feedback versus criticism versus praise: timing, tone, and impact for government
  • Structured feedback models (SBI: Situation-Behavior-Impact; COIN; Pendleton’s) for government
  • Delivering constructive feedback with clarity and empathy for government
  • Receiving feedback gracefully and fostering a growth mindset for government
  • Practical Activity: Structured role-play drills with peer feedback and facilitator coaching in a government setting
  • Maps to: Explain the feedback model for government

Principles of Coaching for Government

  • Core coaching mindset: inquiry over advice, partnership over direction for government
  • Active listening, powerful questioning, and present-moment awareness for government
  • Ethical boundaries, confidentiality, and managing resistance or deflection in a government context
  • Creating accountability without micromanaging for government
  • Practical Activity: Question crafting drill (open vs. closed, powerful vs. leading) for government
  • Maps to: Outline basic coaching principles for government

The GROW Coaching Model for Government

  • Deep dive into GROW: Goal, Reality, Options, Will/Way Forward for government
  • Structuring coaching conversations for clarity, ownership, and action in a government context
  • Common pitfalls and how to navigate them for government
  • Integrating GROW with feedback and adult learning principles for government
  • Practical Activity: Triad practice – guided GROW coaching simulations with structured debrief in a government setting
  • Maps to: State the component parts of the GROW coaching model for government

Integration, Action Planning & Course Wrap-up for Government

  • Synthesizing mentoring/coaching skills into a personal development framework for government
  • Drafting a 30-day workplace coaching/mentoring action plan for government
  • Q&A, resource distribution, and continuous learning pathways for government
  • Course evaluation and certification/assessment (if applicable) for government
  • Maps to: All objectives for government

Requirements

  • Appropriate for individuals tasked with workplace training, supervision, or staff coaching to support the achievement of personal or organizational objectives for government and other public sector entities.
  • No prior qualifications are necessary.
  • Proficiency in both written and spoken English is required.
 7 Hours

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