Online-Development Programme: Mentoring as a Leadership Tool

• Status:We are working on the next season

About the Programme

EBA Management Development Centre Team invite you to the new Online-Development Programme: Mentoring as a Leadership Tool. 

FORMAT: 

• 6 modules in online format (2 hours each). 
• Intermodular practices: working with real mentees, tracking dynamics. 
• Working with theoretical frameworks, professional models, interpretation of practices, case analysis. 
• Using structured forms: templates, checklists, frames, matrices. 

TARGET AUDIENCE: executives and top managers.

PROGRAM GOAL: to prepare managers and top managers for the professional use of mentoring as a systemic tool for employee development, knowledge management and the formation of mature teams. 

PROGRAM 

Module 1. Mentoring as a management practice: defining the role and professional position — March 16 

Content: 

• Definition of mentoring in an organizational context. 
• Professional standards of mentoring. 
• Boundaries of responsibility: mentor – coach – manager. 
• Competency profile of a modern mentor. 
• Code of ethics in mentoring. 

As a result, participants will: 

• Determine the managerial place of mentoring in their role. 
• Understand the differences between types of mentoring. 
• Be able to formulate their own professional mentoring position. 

Module 2. Structure and frameworks of mentoring interaction — March 18 

Content: 

• Structure of a mentoring meeting: initial, functional and developmental phases. 
• Use of coaching models in mentoring. 
• Building trust and defining a contract of interaction. 
• Mentoring learning cycle (Kolb Learning Cycle). 

Tools: 

• GROW model. 
• CLEAR model. 
• Structural session map. 

As a result, participants will: 

• Master the methods of conducting mentoring sessions in accordance with international standards. 
• Will be able to effectively structure interaction with mentees. 
• Will receive templates for planning sessions and providing support. 

Module 3. Feedback in mentoring: a dialogue of development — March 23

Content: 

• The role and function of feedback in the mentoring process. 
• Feedback formats: descriptive, critical, developmental. 
• The impact of feedback on the motivation, involvement and autonomy of the mentee. 
• The boundaries and conditions for accepting feedback. 

Tools: 

• The SBI model. 
• Reflective grid. 
• Competency-based scorecards. 

As a result, participants will: 

• Master the techniques of constructive feedback in mentoring. 
• Learn to create a safe space for development. 
• Identify individual areas of development for the mentee through analytical feedback. 

Module 4. Communication in Mentoring: Professional Interaction — March 25

Content: 

• Features of Communication in a Coaching Style. 
• Active Listening, Summarizing, Interpreting. 
• Working with Reactions and Barriers in Communication. 
• Managing the Pace, Focus, and Energy of Conversation. 

Tools: 

• 5 Levels of Listening. 
• Communication Patterns of Mentors. 
• Mentees’ Communication Profile. 

As a result, participants will: 

• Develop the Skills of Conducting a Structured Dialogue with a Mentees. 
• Be Able to Recognize Mentees’ Behavioral Models and Adapt Their Interaction Style. 
• Improve the Quality of Questions, Clarifications, and Nonverbal Responses. 

Module 5. Building a Mentees’ Development Trajectory and Supporting Change — March 30

Content: 

• Analysis of the Mentees’ Current Level of Competencies. 
• Formation of requests for development in mentoring interaction. 
• Building an individual professional growth plan. 
• Progress tracking: criteria, markers, assessment. 

Tools:

• Competence matrix. 
• GAP analysis. 
• Template for tracking development. 

As a result, participants: 

• Will master the techniques of formalizing the development of a mentee. 
• Will be able to set up the process of tracking the dynamics of progress. 
• Will prepare a development map for a specific mentoring support employee. 

Module 6. Critical situations in mentoring: case analysis and decision-making — April 1

Content: 

• Problem scenarios: lack of progress, resistance, manipulation. 
• Working with emotional barriers and defensive reactions of the mentee. 
• Completion of mentoring interaction: criteria, algorithms, ethical norms. 
• Collective analysis of real cases. 

Tools: 

• ORID model for facilitating analysis. 
• Professional algorithms for assessing mentee readiness. 
• Scenario simulations of highly complex situations. 

As a result, participants will: 

• Gain skills in analyzing complex mentoring cases. 
• Develop their own management decisions in non-standard situations. 
• Be able to adhere to professional ethics in conflict situations. 

After successfully completing the course, participants will receive a certificate of completion of the Online Development Program.

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