about

ultratalent

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Jos Burton

Jos Burton set up Ultratalent to provide people development solutions for training, coaching and mentoring. Jos is a highly experienced training consultant, coach and facilitator with 25 years’ experience of improving organisations by helping them to maximise the potential of their people.

With a background in professional services and industry, Jos specialises in helping people develop their skills, knowledge and behaviours aligned with their organisation's strategic objectives.

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keep good

people...

Remember the one teacher that made the difference at school? The one that really cared? Finding a truly dedicated trainer in any organisation is rare, finding one that goes the extra mile is even harder.

If you are looking for a professional development service that increases value to your workforce, then Jos should be your first point of call.

Robin Longes Commercial Director at NETbuilder

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training:

Training activities form the backbone of many learning organisations. Structured programmes and courses provide essential learning opportunities for groups large and small, to explore, discuss and try out new ideas in a suitable environment.


Mixing tried and tested best practices with established theories and new models of development, training activities can be tailored to suit different organisational cultures and specific industry sectors, for a rich and meaningful learning experience.

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coaching:

Usually carried out one-to-one or in small groups, coaching activities are more often objective-driven. Whether focusing on specific skills/knowledge/behaviour gaps or more general performance improvement aims, coaching is less formally structured than training.

 

Coaching in a business context directs the outputs in line with organisational goals.  The coach leads the development of the coachee and has (to some extent) the skills that they are seeking to build in the coachee.  Coaching is a critical part of a modern manager's role.

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mentoring:

Mentoring is led by the learner and is less skills based.  A good mentoring relationship is identified by the willingness and capability of both parties to ask questions, challenge assumptions and disagree. The mentor is far less likely to have a direct line relationship with the mentee, and in a mentoring relationship this distance is desirable. 

 

Mentoring is rarely a critical part in an individual’s job role, rather an extra element that rewards the mentor with fresh thinking as well as the opportunity to transfer knowledge, experience and wisdom to a new generation.

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