What This Training Does
Coaching and mentoring training teaches your leaders how to hold the conversations that change performance: the feedback conversation, the coaching conversation, and the long-term mentoring relationship. This is not certification for professional coaches. It is skills training for the people who already lead your teams.
Most supervisors in the Philippines are promoted because they were excellent individual contributors. Nobody taught them how to develop someone else. So they either avoid the hard conversation entirely or they give instructions and call it coaching. Both leave performance on the table.
After this program, your leaders can run a structured coaching conversation using the GROW framework, give feedback that lands without damaging the relationship, and set up a mentoring pairing that survives past the first month.
Every session is customised after a training needs analysis with your team, so the role plays use your real situations, not textbook ones.
Request a quote and a free needs analysis session
Coaching vs. Mentoring: What's the Difference?
Both develop people. They are not the same conversation, and using the wrong one is the most common mistake we see in Filipino workplaces.
| Coaching | Mentoring | |
|---|---|---|
| Purpose | Close a specific performance or skill gap | Develop the whole person and their career |
| Time frame | Short and defined, often weeks to a quarter | Long and open ended, often a year or more |
| Who leads | The coach asks, the person being coached finds the answer | The mentor shares experience and the mentee decides what to use |
| Agenda set by | Usually the business, tied to a target | Usually the mentee, tied to their goals |
| Relationship | Often the direct supervisor | Usually someone outside the reporting line |
| Success looks like | The metric moves | The person is ready for the next role |
| Use it when | Someone is missing quota, quality or turnaround targets | You are building a bench for leadership succession |
The short version: coaching asks questions to unlock what the person already knows. Mentoring shares what the mentor has already learned. Your leaders need both, and they need to know which one the moment calls for.
Course Outline
Eight modules. We select and weight them against your needs analysis, so a 1-day run covers modules 1 to 5 and a 2-day run covers all eight with extended practice.
Module 1. Foundations
• What coaching is, what mentoring is, what neither is
• When to coach, when to mentor, when to just instruct
• The cost of the conversation your leaders keep avoiding
• Self-assessment: your current default leadership style
Module 2. The Coaching Conversation Framework
• The GROW model: Goal, Reality, Options, Way forward
• Adapting your approach to readiness and skill level
• Opening a coaching conversation without triggering defensiveness
• Practice: run a full GROW conversation in triads
Module 3. Active Listening and Powerful Questions
• Three levels of listening and where most managers stop
• Open, probing and clarifying questions that move thinking
• Holding silence instead of filling it with your own answer
• Practice: a coaching conversation where you may only ask questions
Module 4. Giving and Receiving Feedback
• The SBI model: Situation, Behaviour, Impact
• Corrective, reinforcing and developmental feedback
• Giving feedback in a face-conscious culture without softening it into nothing
• Receiving feedback from your own team without shutting it down
• Practice: role play and critique on live workplace cases
Module 5. Goal Setting and Action Planning
• Turning a vague performance concern into a specific, measurable goal
• Writing SMART development goals the person actually owns
• Agreeing follow-through, checkpoints and evidence of progress
• Using a performance monitoring and coaching form to keep the record
Module 6. Mentoring Skills and Session Structure
• How to structure a high-impact mentoring session
• Sharing experience without turning it into a lecture
• Career and skills-based mentoring conversations
• Cross-generational mentoring, including mentoring Gen Z and reverse mentoring
Module 7. Difficult Conversations, Trust and Boundaries
• Building trust and psychological safety so people tell you the truth
• Coaching a tenured underperformer
• Coaching someone who used to be your peer
• Confidentiality, ethical limits, and when to escalate to HR
• Managing your own emotions in a conversation that gets tense
Module 8. Building a Coaching Culture
• Setting up a mentoring program in your organisation: pairing, scope, cadence
• Making coaching part of the performance management rhythm
• Coaching teams through change and resistance
• Your 30/60/90 day commitment, written and signed before you leave the room
What Participants Will Be Able to Do
Terminal objective: by the end of the program, participants can plan and conduct a structured coaching or mentoring conversation with a team member and agree a written development action plan.
Enabling objectives. Participants will be able to:
• Distinguish coaching from mentoring and select the right approach for a given situation
• Apply the GROW framework end to end in a live conversation
• Use open and probing questions instead of giving instructions
• Deliver corrective feedback using a behaviour-and-impact structure
• Convert a performance concern into a SMART, owned development goal
• Structure and run a mentoring session with a clear outcome
• Handle resistance, defensiveness and emotional reactions during a coaching conversation
• Draft a 30/60/90 day coaching plan for at least one direct report
Who Should Attend
• Supervisors and team leaders who manage day-to-day performance
• Newly promoted managers leading former peers for the first time
• Middle managers responsible for developing a bench of successors
• HR and L&D practitioners setting up an internal mentoring program
• Department and operations heads who want coaching built into the performance cycle
• High-potential employees being groomed for a people-management role
No prerequisites. Participants get more out of the program if they arrive with one real person and one real performance situation in mind. We ask for these during the needs analysis.
New to people management? Pair this with basic supervisory training. Developing senior leaders one-on-one? See leadership coaching.
How We Run It
Roughly 70 percent of the room's time is spent practising, not listening. Nobody leaves having only heard about coaching.
Coaching triads
Coach, person being coached, observer. Every participant rotates through all three roles and gets structured feedback from a peer and a facilitator after each round.
Your real cases
Role plays are built from situations we surface in the needs analysis. Participants rehearse the conversation they have been avoiding, with a facilitator in the room.
Video review
Selected practice rounds are recorded and played back so participants see their own listening habits, interruptions and body language. Recordings stay with the participant.
Case discussion
Short written cases drawn from Philippine workplaces: the high performer who stopped trying, the team lead who will not delegate, the new hire who agrees with everything and changes nothing.
Learning games
Short structured activities that make the point faster than a slide can, especially around listening, assumption-making and question quality.
Written commitment
Every participant leaves with a named direct report, a named goal and a scheduled first coaching conversation. Managers get a copy.
Format, Duration and Delivery
| Duration | Half-day briefing, 1-day core program, or 2-day program with extended practice |
| Delivery | In-house at your office, live virtual, or blended |
| Class size | 15 to 30 participants. Practice groups are capped at three so everyone coaches. |
| Language | English, Filipino, or mixed, matched to the room |
| Customisation | Every run is preceded by a free training needs analysis |
| Locations served | Quezon City, Makati, BGC and Taguig, Ortigas and Pasig, Alabang and Muntinlupa, Clark and Pampanga, Cebu, Iloilo, Davao, and onsite anywhere in the Philippines |
What's Included
| Before | Free training needs analysis with your team before the program is finalised |
| Materials | Participant workbook with the GROW and feedback frameworks, plus coaching conversation cards for use at the desk |
| Tools | Performance monitoring and coaching form your leaders keep using after the session |
| Certification | Certificate of completion for every participant |
| After | Post-program report to HR on themes and gaps, plus a follow-up review session at day 60 |
| Investment | Quoted per session, not per head, so cost per participant drops as the group grows. A typical 1-day in-house run for 25 to 30 participants in Metro Manila starts at Php 70,000. Provincial and multi-batch rollouts are quoted separately. See how our corporate training is priced |
The 30 / 60 / 90 Follow-Through
Most coaching training stops when the room empties. Ours has four checkpoints built in, because the skill only sticks if it gets used in the first month.
| Day 0 | Each participant names one direct report, one goal, and books the first coaching conversation before leaving the room. |
| Day 30 | Participants log their first three coaching conversations on the coaching form and submit them. |
| Day 60 | Group review session. What worked, what stalled, and live troubleshooting on the conversations that went badly. |
| Day 90 | Report to HR on adoption and remaining capability gaps, with recommendations for the next intervention. |
Rainmakers' Coaching and Mentoring Program
Coaching and mentoring is our flagship leadership conversation program. These are the programs companies most often run alongside it.
Leadership Conversations: Giving Feedback, Mentoring, and Coaching
The core program, and the one detailed on this page. Leaders learn to run the three conversations that move performance: the feedback conversation, the coaching conversation, and the mentoring relationship.
Participants leave able to structure a coaching session with GROW, deliver corrective feedback that survives contact with a defensive reaction, and set up a mentoring pairing with a real cadence behind it. Every module ends in practice, and every participant leaves with a written commitment to a named person on their team.
Runs as a half-day, 1-day or 2-day in-house program, customised after a training needs analysis with your leaders.
Modern-Day Leadership
Five pillars for leading in the new reality: Modeling, Connecting, Visioneering, Empowering, Cultivating. Pairs well with coaching for leaders stepping up in scope. See leadership training.
Executive Advantage
Executive presence, strategic thinking and execution for senior leaders. Often run after coaching skills for the executive tier. See executive leadership training.
High Performing Teams
Turns a group of individuals into a team with shared goals and mutual accountability. A natural follow-on once leaders are coaching consistently. See high performing team training.
Trusted by Philippine Companies
Leaders from these organisations have trained with Rainmakers.
Why Coaching and Mentoring Training Matters
Four things change when your leaders can coach, and all four show up in numbers your HR team already tracks.
Supervisors stop avoiding the conversation
In many Philippine workplaces the corrective conversation gets postponed because nobody wants to embarrass a colleague. The problem then surfaces at year-end appraisal, where it is too late to fix and feels like an ambush.
Training gives supervisors a structure for saying the hard thing early and respectfully: describe the situation, describe the behaviour, describe the impact, then ask. Once they have the structure, they stop waiting.
Performance moves without adding headcount
Coaching targets the specific thing blocking one person: the account manager who never asks for the close, the agent whose handling time is fine but whose quality scores are not.
That is cheaper and faster than hiring around the problem, and it compounds. A supervisor who coaches well raises the floor of their whole team, not one person.
You build a bench instead of scrambling
Succession planning fails when the plan exists on paper and nobody is actually developing the successor. Mentoring is the mechanism that closes that gap.
A structured mentoring pairing with a cadence and a goal produces someone ready to step up in twelve months. An informal “keep an eye on him” does not.
Good people stay longer
People rarely resign from a company. They resign from a manager who never told them where they stood or where they were going.
Regular coaching conversations answer both questions before the employee has to go looking for the answer somewhere else. That matters most with younger staff, who expect feedback in weeks rather than at annual review.
Frequently Asked Questions
Coaching and mentoring training teaches leaders how to develop the people who report to them through structured conversation rather than instruction. Participants learn a coaching framework such as GROW, active listening and questioning skills, how to give and receive feedback, how to set development goals, and how to run a mentoring relationship over the long term. It is skills training for working managers, not certification to practise as a professional coach.
Coaching is short term and targeted at a specific performance or skill gap, and the coach mostly asks questions so the person finds their own answer. Mentoring is longer term and broader, focused on the person’s career and judgement, and the mentor shares their own experience. Coaching is usually done by the direct supervisor against a business goal. Mentoring is usually done by someone outside the reporting line against the mentee’s goals. Effective leaders use both and know which one the situation calls for.
We run it as a half-day briefing, a 1-day core program, or a 2-day program with extended practice. The 1-day version covers foundations, the GROW coaching framework, listening and questioning, feedback, and goal setting. The 2-day version adds mentoring session design, difficult conversations, and building a coaching culture, with substantially more role play time. Most companies choose the 2-day format when the group has never had formal coaching training.
In-house programs are quoted per session rather than per participant, so the cost per head falls as the group grows. A typical 1-day in-house program for 25 to 30 participants in Metro Manila starts at Php 70,000. Pricing depends on duration, group size, number of batches, venue and location. Provincial delivery includes facilitator travel. Request a quote and we will scope it against your actual group.
Supervisors, team leaders, newly promoted managers, middle managers, department heads, HR and L&D practitioners, and high-potential employees being prepared for a people-management role. There are no formal prerequisites. Participants get the most value if they come with one real team member and one real performance situation in mind.
Yes. In-house is our standard delivery. We run the program at your office anywhere in the Philippines, including Metro Manila, Clark, Cebu, Iloilo and Davao, or live online for distributed teams. Blended delivery is available where part of the group is remote. Every in-house run is customised after a training needs analysis so the practice scenarios come from your own workplace.
Every participant who completes the program receives a Rainmakers certificate of completion. This is a professional development certificate, not an ICF credential. If your goal is to become an accredited professional coach rather than to coach your own team, an ICF-accredited program is the right path and this program is not a substitute for one.
GROW is a four-step structure for a coaching conversation. Goal: what does the person want to achieve. Reality: what is actually happening now. Options: what could they do about it. Way forward: what will they do, by when, and how will you both know it worked. It gives managers a repeatable shape for a conversation that otherwise drifts, and it keeps the responsibility for the answer with the person being coached.
Three ways. Participants leave the room with a named direct report, a named goal and a booked first conversation. At day 30 they log their first three coaching conversations on the coaching form. At day 60 we run a review session to troubleshoot the conversations that did not go well. At day 90 HR receives a report on adoption and remaining gaps.
Yes, and it always is. Before every run we conduct a training needs analysis to surface the real coaching situations in your organisation. Those become the role plays and cases. A BPO floor, a retail network and a manufacturing plant get materially different practice scenarios even though the frameworks are the same. You can start with our training needs analysis template.
Book a Free Training Needs Analysis
Tell us how many leaders you need to train and what is not working right now. We will run a needs analysis session with your team, then send a scoped proposal with dates, format and cost. No obligation, and no charge for the analysis.
Roselle, Training Operations Lead
Viber and mobile: +63 976 668 6033
Email: roselle@rainmakermastery.com
