Ciao Bella Academy
Programmes

Programmes

We develop a solution which will address the needs set out by the Organization & Government for the development of individuals through various training initiatives.
Address scarce skills identified by the SETA within the industry.
❖ The model will not only address the training needs but would also address Social
Responsibility. The focus of the programme has been predominantly on females but can have a focus on males as well where necessary.

ETIQUETTE & LIFE
SKILLS


Do you want to grow in confidence and maximise your professional impact?

Is a lack of confidence holding you back from reaching your goals and fulfilling your potential? Do you sometimes struggle to make yourself heard in meetings or at networking events? Do you find it difficult to build rapport with other people in your personal and professional life? Do you want to take control of your first impression and make a positive impact on everyone you meet?

In business, as in life, you only get one chance to make a first impression, so it is vital to make yours memorable for all the right reasons. If you want to elevate your professional presence and learn how to communicate more effectively, Ciao Bella is the course for you.

Business etiquette, communication and social skills are essential for career success in today’s competitive global arena. How you present and conduct yourself has great bearing on how people perceive you and respond to you.

Ciao Bella course will give you the tools to elevate your professional image and carry yourself with confidence. You will learn how to connect with people, network effectively, and build long-lasting business relationships.

This live online course will set you on the road to success by equipping you with all the etiquette and business excellence skills you need to thrive in both your professional and personal life.

  • identify effective patterns of behavior to be fully present
  • listen without judgement
  • listen without interrupting
  • learn to set listening boundaries
  • distinguish yourself as someone who provides a “safe space” for others
  • learn how to find inner peace
  • build your confidence
  • have better relationships
  • have deeper connections
  • have more authentic conversations
  • learn tips and skills to incorporate elevated listening into your personal and professional life

LEADERSHIP DEVELOPMENT

The Leadership Programme develops and refines your personal leadership skills, including your ability to handle difficult situations, influence others and build relationships. You will also learn how to increase your mental and physical capacity when working under pressure.

You will join the programme as part of a small but diverse group of peers, helping each other through shared experiences.

During the first five-day module, you will clarify the key challenges you want to address and the actions you want to take. This is followed by a significant period of application where you will implement and trial new approaches.

In Module 2 you will reconvene to review what you have learned and reflect on how best to stretch your learning and development goals further, after which the learning and development journey continues.

Leadership Learning Outcomes

As a result of attending this two day leadership training course you will:

  • Have a clear idea of what leadership means, to you and others
  • Understand the Aspire 5 Powers of Leadership model and how to apply it
  • Appreciate your own leadership style, qualities and strengths
  • Understand the need for flexibility in leadership and how to achieve it
  • Know how to define and communicate an inspiring vision

LEARNER COACHING &
MENTORING

Introduction

Coaching and mentoring can be effective approaches to developing employees. Both have grown in popularity, with many employers using them to enhance the skills, knowledge and performance of their people around specific skills and goals.

This factsheet offers a definition of coaching and mentoring, distinguishing between the two and emphasising the need to link with overall learning and development strategy. It looks at those typically responsible for coaching, both internal and external to the organisation, and how to develop a coaching culture. Deciding when coaching is the best development intervention is key to harnessing its potential. Lastly, the factsheet considers the central role of line managers and people professionals in managing coaching and mentoring activities.

The Ciao Bella is at the heart of change happening across South Africa, supporting practitioners in providing insights and resources.

Coaching and mentoring are development approaches based on the use of one-to-one conversations to enhance an individual’s skills, knowledge or work performance.

It’s possible to draw distinctions between coaching and mentoring although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of it also applies to mentoring.

What is coaching?

Coaching aims to produce optimal performance and improvement at work. It focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes such as social interaction or confidence. The process typically lasts for a defined period of time or forms the basis of an on-going management style.

Although there’s a lack of agreement among coaching professionals about precise definitions, there are some generally agreed characteristics of coaching in organisations:

  • It’s essentially a non-directive form of development.
  • It focuses on improving performance and developing an individual.
  • Personal factors may be included but the emphasis is on performance at work.
  • Coaching activities have both organisational and individual goals.
  • It provides people with the opportunity to better assess their strengths as well as their development areas.
  • It’s a skilled activity, which should be delivered by people who are trained to do so. This can be line managers and others trained in coaching skills.

What is mentoring?

Mentoring in the workplace tends to describe a relationship in which a more experienced colleague shares their greater knowledge to support the development of an inexperienced member of staff. It calls on the skills of questioning, listening, clarifying and reframing that are also associated with coaching.

One key distinction is that mentoring relationships tend to be longer term than coaching arrangements. In a succession planning scenario, for example, a regional finance director might be mentored by a group level counterpart over a lengthy period to develop a sound approach to dealing with the board, presenting to analysts and challenging departmental budgets.

Mentoring relationships work best when they move beyond the directive approach of a senior colleague ‘telling it how it is’, to one where both parties learn from each other. An effective mentoring relationship is a learning opportunity for both participants, encouraging sharing and learning across generations and/or between roles.

Coaching and mentoring are development approaches based on the use of one-to-one conversations to enhance an individual’s skills, knowledge or work performance.

It’s possible to draw distinctions between coaching and mentoring although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of it also applies to mentoring.

What is coaching?
Coaching aims to produce optimal performance and improvement at work. It focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes such as social interaction or confidence. The process typically lasts for a defined period of time or forms the basis of an on-going management style.

Although there’s a lack of agreement among coaching professionals about precise definitions, there are some generally agreed characteristics of coaching in organisations:

It’s essentially a non-directive form of development.
It focuses on improving performance and developing an individual.
Personal factors may be included but the emphasis is on performance at work.
Coaching activities have both organisational and individual goals.
It provides people with the opportunity to better assess their strengths as well as their development areas.
It’s a skilled activity, which should be delivered by people who are trained to do so. This can be line managers and others trained in coaching skills.
What is mentoring?
Mentoring in the workplace tends to describe a relationship in which a more experienced colleague shares their greater knowledge to support the development of an inexperienced member of staff. It calls on the skills of questioning, listening, clarifying and reframing that are also associated with coaching.

One key distinction is that mentoring relationships tend to be longer term than coaching arrangements. In a succession planning scenario, for example, a regional finance director might be mentored by a group level counterpart over a lengthy period to develop a sound approach to dealing with the board, presenting to analysts and challenging departmental budgets.

Mentoring relationships work best when they move beyond the directive approach of a senior colleague ‘telling it how it is’, to one where both parties learn from each other. An effective mentoring relationship is a learning opportunity for both participants, encouraging sharing and learning across generations and/or between roles.

More information on mentoring approaches to develop individuals for key or leadership positions can be found in our succession planning factsheet and in our report Attitudes to employability and talent.

Ciao Bella members can make use of their mentoring skills in helping young job seekers into work through our Steps Ahead Mentoring campaign. Our research published in Volunteering to learn: employee development through community action also demonstrates that such schemes and other volunteering opportunities can help build coaching and mentoring skills.

Coaching and mentoring programmes
Our Learning and skills at work surveyss show that L&D teams view coaching and mentoring programmes as a priority and are exploring how digital tools can help with this. Designing and managing coaching and mentoring programmes is a key part of the L&D specialist knowledge area of our Profession Map.

The aims of providing workplace coaching and mentoring programmes include::

Assisting performance management.
Preparing and supporting people through change.
Supporting self-directed learning and development.
Sharing curated resources.

APPLICABLE COMMUNITY & OUTREACH

We work on a range of issues, such as supporting homeless individuals who experienced trauma, temporary supported accommodation, poverty alleviation, emergency crisis response and youth engagement.

 

In addition to delivering services, Community Outreach SA has an educational, training, coaching and mentoring role.The very essence of Community Outreach SA is to promote kindness, support, independence, peace and unity.