Coaching for mentoring skills
Coaching for mentoring is designed for organizations which believe that their leaders ought to be engaged in the leadership development of their colleagues and supporting them beyond assigning duties and supervision.  Many organizations pay attention to talented young leaders or leader candidates to fit in seamlessly into the organization.  Their development does not happen by chance.  Leadership skills need to be provided - an experienced, recognized leader’s regular support is necessary.  It is practical to be trained for this mentor role.
To be a good mentor, one needs professional knowledge, understanding human functioning, the principles of efficient support and to be practical application methods. Those who are naturally good at this should make this knowledge real, and those who are less good at it should recognize new ways of collaboration and apply the learning.
Basic development for coaching and mentoring is offered in a 3-day training; for a more thorough coaching with analyzing experiences we offer a 9-day training with a 3 3-day training sequence (hereafter we will write about coaching skills for the sake of simplicity).
Methods of training:
In the course of training we use the following methods:

• Presentations. When needed, presenting models, in a 15-minute time frame
  
• Analyzing experiences
  
• Coaching-mentoring situations, where people lead each other and give each other feedback
  
• Fishbowl exercise, in which either participants or a trainer demonstrates application of different skills
  
• Role plays with Gestalt elements
  
• Exercises of energizing or for engrossment when needed

Basic concepts applied:
Grow model, which gives guidance in six steps in a very structured way, from a general, possibly obscure drafting of a problem to an action plan to be executed.
Gestalt orientation, with which we lead the client to stay in the present and face his or her processes observable and interpretable at the moment. With this we can offer them guidelines for phenomena, they did not even know about and which have interfered with their own or others' efficient working.
Appreciative Inquiry is a process with which we unfold the values of the client and his organization, and based on this we show the possibilities of development. This method can be particularly efficient when the client is uncertain in himself or his values in a certain situation or in general. With joint effort we can find values which can serve as foundation for development.