Learn in-person or online how to coach your team to higher performance in the one-day Business Coaching Certification Training Course.

  • Learn from a professional with 30+ years of business experience.
  • Different versions are available to meet your specific needs.
  • Four ways to learn: public class, webinar, self-study, or on-site training.
  • Public class and webinar limited to four students for maximum learning.
  • Certificate issued on completion.
  • Cost: One day class $649.00.  Available Discounts.
  • The public class and webinar schedule is in the right column.

What will I learn in the Business Coaching Certification Training Course?

In Business Coaching Certification Training, you will learn to challenge and develop their employees’ skills and abilities to achieve the best performance results to make them more valuable to your organization and to show them you care about their professional development.

How do you become a business coach?

Despite the tremendous effort organizations dedicate towards talent acquisition, many find their key position employees fail to grow. Today, organizations turn to mentoring and coaching programs offered by the Academy of Business Training to foster talent. These programs harness the benefit of internal resources to educate others, which saves money, time, and increases overall employee satisfaction.

Do you have to be certified to be a business coach?

No, but training and certification from the Academy of Business Training will help you will learn to challenge and develop your company’s human resources’ skills and abilities to achieve the best performance results to make them more valuable to your organization and to show them the organization cares about their professional development.

Coaching and Mentoring How Does One Define Coaching Training?

Coaching human resources is about creating a shared understanding of what needs to be done and how to do it. Unlike sports, the coach doesn’t take an authoritarian approach but instead looks to collaborate with the employee to identify, target, and plan for better performance. A coach enables an individual to get the best out of themselves – the potential for which was already within them.

There are two types of career coaches: a professional external coach or an internal coach.

Employee coaching increasingly delivers tangible and targeted learning.  The performance and development goals set over brief periods help the high potential person develop through the various phases of their career progression.

If This Is How One Defines Coaching, Then What Is Mentoring?

Most of the talent programs will also employ mentoring as a balancing learning method with coaching. Mentoring refers to a potent tool for employees who wish to grow and learn within an organization. Moving or transitioning into a new role, building confidence to develop their career further, taking on new responsibilities, or working in a new environment are all easier with a mentor to support you. There are different levels of mentoring, extending from sponsor to non-directive mentoring.

In a non-directive model, the business mentor acts as a sounding board, a catalyst for the employee’s learning, and possibly a role model. Mentoring is used most frequently to help people transition through stages of their careers. It is vital as a tool to support individuals who are being accelerated or fast-tracked into more senior leadership roles. Predominantly, it can focus on developing the person as a whole and has a wider-angled lens than coaching.

Coaching Vs. Mentoring Programs

Coaching Programs

  • Shorter-term: week or month
  • One-way: coach to employee
  • Session-based
  • Suitable for specific skill development, for example, management training and other job-related skills
  • Good for improvement of performance in areas, for instance, diversity training

Mentoring Programs

  • Relationship-based
  • Longer-term: months, years
  • Multiple ways: junior to senior, senior to junior, peer-to-peer,
  • Suitable for whole-person development, for instance, overall career development or high potential employee development
  • Useful for knowledge sharing and role modeling between employees 

The Significance of Employee Coaching and Mentoring

Mentoring and coaching involve pairing experienced professionals with individuals who need help with adjusting to the workplace’s culture and environment. These can comprise pairing a mentor with new employees to help them adapt to the company culture and get off to a good start. Coaching often comes into play when a current employee or new employee requires personal guidance on specific job processes, duties, or responsibilities. Small businesses can use coaching and mentoring skills to help develop employees for management positions.

What Benefits Can You Gain Through Employee Coaching and Mentoring?

On an organizational level, mentoring and coaching can provide a host of benefits and foster loyalty to your organization. When experienced professionals help provide opportunities for and mold mentees’ careers, these candidates may feel a greater sense of commitment and connection to the company. Coaching enables an employee to feel comfortable with management. It encourages open communication, ensuring a positive work experience, enabling the company to save money instead of continual recruitment and training of replacement human resources.

Personal Development

Learning from experienced professionals’ knowledge and expertise can help younger, less experienced candidates excel in company procedures and best practices. Coaching results in increased efficiency across the company, and mentoring can help guide an employee along his/her career path, making him/her well-versed in the organization’s expectations. Coaching enables individuals to positively resolve concerns and issues within the boundaries of a confidential and trusted relationship, help diminish frustrations on a personal level, and augment the individual’s job satisfaction, benefiting the entire organization.

Team Efficiency

Apart from developing employees, mentoring and coaching can improve the department, team, and the entire organization. Mentoring and coaching enable managers to recognize each person’s strengths and weaknesses, allowing the company to capitalize on the current personnel to keep the whole team functioning smoothly when an employee requests a vacation or takes a sick day.

Is mentoring and coaching just for junior or new employees?

Coaching and mentoring is a valuable aid for helping staff develop new skills or enhance current skills while increasing their confidence. It doesn’t matter at what proficiency level an employee is; there’s always something they can learn.

You might be thinking only recruits need leadership coaching —but what about when one of your senior managers needs to learn how to handle that smart piece of new technology? It might be the latest gadget, or it could be a piece of software like QuickBooks. Managers are senior resources, but seniority does not give them the knowledge for using some emerging technology.

To some, it does sound cliched, but everyone in your organization still has things to learn, and who better to train them than a trained mentor or coach?

Coaching and Mentoring Are Learned Skills

No one is a born coach or mentor. Coaches and mentors need to learn to challenge and develop their employees’ skills and abilities to achieve the best performance results to make them more valuable to your organization and show them you care about their professional development. Coaches and mentors need to learn how to motivate, set goals, develop trust, and provide feedback, to name a few. 


Great companies mix coaching and mentoring to create efficient and robust teams while identifying company leaders’ next generation. Allowing employees to succeed at what they do and move along a career path helps organizations recruit and maintain top talent. When mentoring and coaching is not a substantial segment of the human resources development model for an organization, they tend to leave the company in search of other opportunities for success and growth. Turnover is a burden on any organization, which is why the coaching model is so popular.

Business Coaching Certification Training Course Description

You are in your office looking over the performance reports, and it happened again. Your low performing employee failed to meet the quota this month even after you spoke with him about the importance of meeting goals. This employee has a great attitude, and you know he can do better. You do not know how to motivate him to reach the goal. Money used to work, but that has worn off. You are baffled, and you know being frustrated makes matters worse. What do you do?

This course focuses on how to coach your employees to higher performance. Coaching is a process of relationship building and setting goals. How well you coach relates directly to how well you can foster a great working relationship with your employees through understanding them and strategic goal setting.

An easy-to-understand coaching model taught in this course will guide you through the coaching process. Prepare yourself to change a few things about yourself to coach your employees to better performance.

Defining Coaching and Mentoring

Before getting deeper into coaching, it is prudent to discuss mentoring and what it tries to achieve. Understanding the difference between coaching and mentoring will help you be clear on your coaching objective.

This course aims to define both concepts and introduce a coaching model that will allow you to focus on improving performance.

What is Coaching?

Business coaching is personal or human resource development by providing positive support, feedback, and advice to an individual or a group to improve effectiveness in the business setting. Business coaching includes executive coaching, corporate coaching, and leadership coaching.

There are almost as many different ways of delivering business coaching as there are business coaches. Some offer personal support and feedback; others combine a coaching approach with practical and structured business planning and bring disciplined accountability to the relationship. Particularly in the small business market, business coaching is as much about driving profit as it is about developing the person.

Coaching is not a practice restricted to external experts or providers. Many organizations expect their senior leaders and middle managers to coach their team members to reach higher performance levels, increased job satisfaction, personal growth, and career development.

A coach tutors or instructs a person to achieve a specific goal or skill. In baseball, a batting coach only focuses on the mechanics of hitting the ball. They spend time instructing the hitter on how to change their swing to improve their performance. They give exercises and goals to the hitter that target the swing of the bat.

In the office environment, you may see similar coaches helping others improve a skill. They may be sales coaches or customer service coaches. No matter what the area of focus is, a coach specializes in improving one or two development areas at a time.

Here is a recap of the characteristics of a coach:

  • Trainer
  • Instructor
  • Tutor
  • Focuses on one or two skills at a time
  • Interaction is planned and structured
What is Mentoring?

Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps guide a less experienced or less knowledgeable person. However, true mentoring is more than just answering occasional questions or providing ad hoc help. It is about an ongoing relationship of learning, dialog, and challenge.

Mentoring is a process that always involves communication and is relationship-based, but its precise definition is elusive. Two definitions of the many are:

  • Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development.  
  • Mentoring entails informal communication, usually face-to-face and during a sustained period, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protĂ©gĂ©).

Mentoring in Europe has existed since at least ancient Greek times. Since the 1970s, it has spread in the United States, mainly in training contexts, and it has been described as an innovation in American management.

Mentoring has a different purpose and goal than coaching. Mentoring is the act of guiding, counseling, and supporting.

Mentorship is voluntary and is less formal than coaching. The mentor and protégé collaborate on a broad development goal, like becoming a leader. Mentoring encompasses many complex areas of development. 

Coaching scenarios include the following:

  • Sales
  • Customer service
  • Production work
  • Behavioral issues like tardiness

Mentoring scenarios include the following:

  • Networking
  • Political strategizing
  • Negotiation
  • Managing

A manager’s goal should be to develop their people to further their career; mentoring does this. In this course, you will learn how to effectively coach; later, there will be a discussion on how to transition from a coach to a mentor.

Introducing the GROW Model

In Module One, you will learn about the GROW model. The GROW model helps you provide a consistent and uniform coaching approach, enabling a more effective strategy and direction. Using a coaching model will also instill confidence in your employee because they see a methodical approach. When we approach coaching haphazardly, we become disorganized, and this creates frustrating coaching sessions. In Module One, you will learn about the GROW model. The GROW model helps you provide a consistent and uniform coaching approach, enabling a more effective

Setting Goals

Module Two will discuss setting goals with an easy-to-remember technique, the first component, or the G of the GROW method of coaching. Without a goal, your chances of successfully coaching your employee to better performance are low. Defining specific, measurable, attainable, realistic, and time-driven goals will plot a marker on the horizon that acts as your beacon. Without it, you are navigating blindly, causing frustration for both you and your employee because you never seem to make any improvement. It becomes a constant cycle of failing to meet the goal and talking to your employee about it.

Understanding the Realities

In the last module, you plotted a marker in the horizon like a beacon, guiding your employee to a specific, measurable, attainable, realistic, and timely goal, which is a great start. Still, there is also a need to know where your journey began. Placing a marker at the starting point of your employee’s coaching journey enables both you and your employee to determine and measure progress. The goal may never seem to get any closer because you have no point of reference to gauge your progress.

In Module Three, you will learn how to place that stake in the ground, marking the coaching journey’s beginning. Examining the current realities is the second component or the R of the GROW model.

Developing Options

Module Four discusses how to explore options that will enable your employee to move towards the goal set before them, the next component or the O in the GROW model. This pivotal step in the coaching process, if done correctly, you will engage your employee and create a desire for them to improve. If done incorrectly, your employee will disengage, and they probably will fail again. It is the coach’s job to create this participative environment.

Wrapping it All Up

In the last module, your goal was to get your employee participating in the coaching process by identifying action steps together. It is time to solidify what has been said and establish action steps or wrapping it all up. 

In Module Five, you will learn how to finalize your employee’s plan in a way that motivates them to take action immediately. Wrapping up the coaching session is the final component or the W in the GROW model to coaching. This step is crucial because it should set things in motion quickly, which is your goal.

The Importance of Trust

In your coaching session with your employees, you will discover your employee’s personal and sensitive topics; this is normal and demonstrates trust in you. As their coach, establishing and maintaining trust is the most important ingredient in the entire process. If your employee determines your purpose of improving their performance is to further your career, they will not trust you. Without trust, whatever you say and do will be subject to skepticism. 

Module Six discusses the meaning of trust, building trust, and its relationship to coaching. Building trust must be a sincere desire in you because it requires an investment of time and emotion. Anything less will not foster a trusting relationship between you and your employee.

Providing Feedback

In Module Seven, you are going to learn techniques for delivering feedback. You will learn how to structure feedback, which is essential in balancing trust and discussing desired and undesired behaviors with your employee.

Overcoming Roadblocks

It is common to encounter roadblocks during the coaching process. Roadblocks manifest in many different forms. Roadblocks, however, should not spell an end to the coaching process. You should expect roadblocks to occur because we expect behavior change, which is a task for your employee.

In Module Eight, we will discuss ways to overcome roadblocks. Some of the things you will learn are identifying common roadblocks, re-evaluating goals, and focusing on progress. Roadblocks are not dead ends. They are warning signs that will help you identify when you need to intervene and get your employee back on track. 

Reaching the End

Identifying the end of the coaching process for a particular goal is a vital step that helps both you and your employee acknowledge you have reached the end. Failing to acknowledge the achievement of a goal could result in disappointment for your employee. Many times, they are anticipating the end and perhaps expect some form of celebration or kudos. No matter how you do it, you must know when your employee has reached their goal and acknowledge it as a coach.

In Module Nine, you will learn to recognize success, transition your employee from this coaching goal to another, and wrap it up.

How Mentoring Differs from Coaching

Earlier in this course, we defined the terms of coaching and mentoring. We learned both concepts vary greatly in terms of the goal each seeks to achieve. In Module Ten, you will learn the practical differences and blend them for a balanced development program. Also, we will discover how to integrate the GROW model when you are mentoring your employee, and finally, you will learn how to focus more on building relationships.

Business Coaching Certification Training Outline

Module One: Motivation Theories

Using Reinforcement Theory
Using Expectancy Theory
Personality’s Role in Motivation
A Personal Toolbox
Motivation on the Job
Addressing Specific Morale Issues

Module Two: Setting Goals

Introducing the G.R.O.W. Model
Setting SMART Goals
Goals and Motivation
Evaluating and Adapting

Module Three: Understanding the 

Getting a Picture of Where You Are
Identifying Obstacles
Exploring the Past

Module Four: Developing Options

Identifying Paths
Choosing Your Final Approach
Structuring a Plan

Module Five: Wrapping it All Up

Creating the Final Plan
Identifying the First Step
Getting Motivated

Module Six: The Importance of Trust

What is Trust?
Trust and Coaching
Building Trust

Module Seven: Providing Feedback

The Feedback Sandwich
Encouraging Growth and Development
360 Degree Feedback

Module Eight: Overcoming

Common Obstacles
Re-evaluating Goals
Focusing on Progress

Module Nine: Reaching the End

How to Know When You’ve Achieved Success
Transitioning the Coachee
Wrapping it All Up

Module Ten: Training and Mentoring

The Basic Differences
Blending the Two Models
Adapting the GROW Model for Mentoring
Focusing on the Relationship

Business Coaching Certification Training Public Class and Webinar Schedule

Monday, January 17, 2022
Tuesday, February 1, 2022
Monday, March 21, 2022
Monday, April 25, 2022
Monday, May 16, 2022
Monday, June 27, 2022

Scheduled dates don’t work for you? Schedule your own start date (subject to availability).  Contact customer service to check date availability at


Registering Online

Return to the previous section and click on the Register for This Class link.

Registering by Purchase Order

If you need to register using a purchase order, email a copy to (be sure to list class name, class date, student name, student address, student phone number, and student email address).

To Register by Phone

To pay by credit or debit card using customer service 24/7, call 888-632-2093.

Each Student Receives:

  • A student manual or textbook for use during and after the class.
  • Instruction from an experienced business professional (minimum of 30 years) with at least five years in a corporate senior management position (CEO, President, COO, Vice President, CFO).
  • Real life exercises to support training materials.
  • Individual attention (classes are limited to four students).
  • Personalized Certificate of Completion. 

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