ILM Coaching Level 5
Karen Parker - Regional Membership Manager, Rank Group PLC
'Prior to completing the ILM I tended to adopt individuals’ problems and complete tasks for them. This resulted in a cycle of doing rather than empowering others, for example when someone came to me with a problem I would take that problem and solve it for them which had two effects; I was not doing my own job and I wasn’t managing the rest of the team as effectively as I could.
Coaching has enabled me to step back, facilitate others to review their own situation and take ownership themselves. People are happier and now my team is performing well above the company average. Now the team makes decisions and holds its members to account much more than before. It’s also helped identified a couple with capability issues.
Personally it has helped me through change, I am more self-aware, I reflect more and I am more solutions-focused. I coach myself through change now, rather than just getting stressed!'
ILM Coaching Level 5
Mike Paramore - Head of Staff and Quality Development for Cartrefi Cymru Cyf
'It’s not just helped me in the workplace but personally as well- in difficult situations I used to fly off the handle; now I tend to be a lot calmer and think things through.
One of the areas where coaching has helped the most is managing upwards! When my boss becomes challenging I switch into coaching mode and we tend to get outcomes a lot quicker.
Instead of using formal coaching in my own department I started using a coaching style of management. What is happening now is that coaching is becoming part of the norm. My team don’t expect me to give the answers any more – we have a conversation and though it takes a little longer initially, they come back less and less often and the outcomes are better, they even smile more!
ILM Coaching Level 5
Sandy Williams - Social Enterprise Officer for Denbighshire Volunteer Services Council
'I was using what I had learned on the course from the first session. It’s made a real difference to my work. The benefits to the enterprise community are we have to go in and challenge people and I’ve found a coaching approach is better than finger wagging so it’s really appropriate for the third sector! '
Caroline Evans - Owner/manager of Plas Gwyfryn Country House
"I was quite open minded about the course; I felt that I understood the basic principles but there were many moments of the light bulb going on! A lot of it was to do with my working methods, getting the best out of my staff and the people I supply services to, but really it’s helped me develop as a person. A coaching environment is an easier way of exploring what I need to develop and improve on in order to be a better business person.
It will absolutely, absolutely, have a positive financial impact on the business. What the coaching has done is allow me to place trust in other people to help me achieve my goals. Previously I was very much thinking that I needed to do it all, now I can trust and I can delegate to someone else to help me achieve my goals.
It was challenging to fit all the training and work in, but there have been massive benefits to doing it. I would absolutely encourage people to do it, to take that step."
ILM Coaching Level 5
Ann Paranjoti - Chair of the Reef World Foundation
'The whole process has been life changing! The course has practical applications straight away, immediately. It revamped the way I thought about myself and how I related to others and the organisation in a way that has made me more receptive, a much better listener, and it’s made a huge impact on my effectiveness. The course made me stop and start really listening to other people’s point of view. And when I did that I could help them identify their blind spots and find better solutions to their challenges.
To just listen, actively, to what someone has to say has been the biggest challenge to me. I would absolutely encourage anybody who works with people, whether they are clients or colleagues, to do this course.'
'The course was certainly a refreshing change to the way Permit courses are normally presented.
This one never had a dull moment and provided plenty of food for thought.'
Alstom Permitry Workshop Delegate
'The emphasis is not on technical detail and procedures, but focuses on embedded evolutionary behaviour and indifferent communication.
Examples taken from real life incidents are literally brought to life! Full of surprises which we have promised not to divulge.' Delegate
ILM Level 7 Coaching and Mentoring
"BTW, we attended the Beehive Coaching Certificate in Manchester. In a nutshell….. it was fantastic.
Paul Dundee, Project Lead, Magnox Ltd
"Completing my ILM level 7 in coaching and mentoring through Beehive was an incredible journey for me. Although I have worked in this field for 20 years I was amazed at how much I learned, not only about the topic, but also about my own drivers to the questions I ask of my coachees as well as my coaching style in general.
Beehive treat you as an adult learner and are excellent role models in this arena. I would recommend doing this qualification with them without hesitation."
Chris Schiller - international L&D professional
“I was delighted to be accepted onto the Beehive ILM L 7 Coaching and Mentoring programme and have found the delivery of excellent material, in a supportive and challenging environment to be one that has stretched my thinking, developed my understanding and fired up my enthusiasm for developing people. An excellent programme. Unmissable!”
David Porritt, Headteacher,
Interdependency is the safety culture associated with the fewest accidents and injuries and is therefore the safest way of working - (ref research by Du Pont Du Pont Bradley Curve).Trust is the key interpersonal component of Interdependency - (ref Beehive/Bangor University research).
Trust is an attitude. To increase trust and therefore interdependency it is necessary to demonstrate you are worthy of trust by displaying trustworthy behaviours - (ref Beehive/Bangor research &Trustworthiness Elements)
If you demonstrate trustworthiness through the five elements, others are invited to reciprocate and therefore trust and interdependency builds. The five behaviours are:
The D2iP b.SAFE Leadership Programme is all about developing the five elements of trustworthy behaviour.
The D2iQ metric is about measuring where people are on the spectrum of reactive - interdependent behaviours and how their behaviour changes over time in response to development.