The Bangladesh Coaching and Mentoring Convention 2025 is the first-ever Coaching and Mentoring Convention- a milestone designed to turn individual success stories into a shared national movement. Set for 20-21 September 2025, the convention runs 7:30 PM to 9:30 PM (Dhaka Time) as a fully online Zoom experience, making it accessible to professionals, students, coaches, and mentors across the country and beyond. Every participant will be recognized with a digital badge and certificate, underscoring the event’s vision to seed a culture of coaching and mentoring that lasts.

Why This Convention Matters

Behind every meaningful achievement sits a coach, mentor, teacher, or leader who helped unlock potential. In Bangladesh, mentoring has long existed informally; this convention channels that spirit into a structured, visible movement. Over two evenings, the program aims to connect global and local leaders with professionals and youth, build a culture of open knowledge‑sharing, and establish coaching and mentoring as trusted pathways to leadership, innovation, and sustainable growth. The end goal is simple and profound: a future where knowledge flows freely, trust deepens, and collective empowerment defines who we are.

The Impact We Aim to Create

Movements take shape when individuals commit to a shared practice. The Bangladesh Coaching and Mentoring Convention 2025 exists to normalize coaching and mentoring as everyday leadership habits in workplaces, universities, communities, and families. When these habits spread, people experience higher trust, clearer goals, and a more generous exchange of knowledge. Teams begin to solve problems faster because difficult conversations happen sooner and with more empathy. Youth develop confidence earlier because they can see—and try—what leadership looks like in the real world. Over time, these habits strengthen our national capacity: better managers, stronger entrepreneurs, more resilient institutions, and a talent pipeline prepared for global collaboration. This is why the convention was designed as a spark for a long‑term movement, not a one‑off webinar.

What Participants Can Expect

The experience blends inspiration with practice. You will hear transformative leadership stories, learn practical coaching frameworks you can apply immediately, and engage in interactive discussions that spark enduring connections. The convention is designed to be the spark of a movement, remembered not as a two‑day program but as the moment Bangladesh embraced coaching and mentoring as part of its cultural identity.

Who Should Join

This convention welcomes professionals seeking stronger leadership and communication skills, entrepreneurs and changemakers looking for guidance and networks, students and young leaders eager for mentorship, and coaches, trainers, and HR professionals building supportive cultures inside organizations. If you believe in learning together and growing together, this gathering is for you.

Theme and Slogan

The spirit of the convention is captured in its slogan: “We Learn, Lead, & Build Bangladesh Together.” It signals a shift from isolated expertise to shared wisdom and collective progress, ensuring the benefits of coaching and mentoring reach individuals, teams, and communities alike.

Speaker Spotlights: Voices to Learn From

A convention’s character is defined by its contributors. This gathering features a cross‑section of leadership coaches, consultants, educators, and strategists- people who work at the interface of talent, performance, and values. Among the featured names are-

• Sabnam Mostari (ILM Level 7, PCC, Practitioner—EIA & ITCA, EMCC)
• Michelle Thatcher (CEO, U.S. Green Chamber of Commerce)
• Shahnaz Sultana (Risk & Governance Coach; CEO, FINS Alliance)
• Quazi M Ahmed (CEO, Quazi Consultants)
• AKM Mahmud Haque (ICF‑PCC, Executive Leadership Coach)
• Shahriar Khan (Senior Practitioner- EIA & ITCA, EMCC Global)
• Mohammad Mukhlesur Rahman (PCC, C‑Suites Coach)
• Md. Daud Hossain (ACC, Country Director, Evolved Hair Restoration Bangladesh Limited)
• Nafia Nazmee (Executive Coach)
• Md. Yousuf Efti (CEO, Future Icon)
• K M Hasan Ripon (Employability & Workplace Strategist)
• Prof. S M Arifuzzaman (Partner, QUAZI Consultants, EI Trainer)
• Prof. Moinuddin Chowdhury (Founder & President, SLSD)
• Md. Munir Hussain (Leadership Coach)
• Afia Parvin (Transformation Coach)
• Tyseer Hasan Amin (Coach & Facilitator) and
• Md Humayun Rahman (Tech & AI Coach, CEO, AIM IT Bangladesh)

-a lineup curated to blend global exposure with local relevance. Their diversity of domains ensures that whether you lead a business unit, teach a class, run an NGO, or build a startup, you will hear ideas that translate to your context.

Learning Outcomes You Can Apply Immediately

Attendees will strengthen their leadership presence, sharpen communication and coaching skills, and learn simple frameworks to mentor colleagues and teams. Expect to leave with tools you can apply the next morning—whether you are leading a department, launching a venture, supporting youth, or building HR capability. The organizers will award a digital badge and certificate to recognize your commitment and signal to peers, employers, and clients that you are part of a national movement for coaching and mentoring excellence.

Building a National Movement

This convention exists to normalize coaching and mentoring as everyday practices across Bangladesh. By gathering changemakers, the event accelerates a nurturing ecosystem where experiences are shared generously, challenges are addressed openly, and growth is measured by how many others we lift. As the convention evolves year after year, it aims to anchor a coaching culture that strengthens organizations, communities, and the next generation of leaders.

How to Get the Most from the Two Evenings

Before the event, reflect on one leadership challenge you want to improve—perhaps delegation, feedback, confidence in public speaking, or building a mentoring circle for your team. During the sessions, engage actively in Q&A, note frameworks that resonate, and connect with peers who share your goals. After the event, apply one technique immediately and schedule a follow‑up conversation with a fellow participant to exchange feedback. This simple rhythm—learn, apply, reflect, and share—is how momentum becomes culture.

Coaching vs. Mentoring: Clearing the Confusion

Although they often overlap, coaching and mentoring are distinct. Coaching is a structured, goal‑oriented dialogue that helps a coachee clarify outcomes, explore options, and commit to next actions; the coach does not need to be a subject‑matter expert, but they must know how to ask catalytic questions, reflect back patterns, and hold accountability. Mentoring is a relationship in which a more experienced professional offers guidance, perspective, and introductions; mentors share stories and lessons from their journeys, shortening the learning curve for those they support. In practice, leaders combine both: they mentor when experience can prevent avoidable mistakes, and they coach when the learner benefits from owning the solution.

The Coach‑Like Leader: Everyday Micro‑Behaviors

A coach‑like leader does four things consistently. First, they slow down to clarify the real goal before jumping to solutions, which prevents teams from solving the wrong problem. Second, they ask open questions that surface assumptions and unseen constraints. Third, they make thinking visible—mapping options and trade‑offs so people can follow the logic. Fourth, they set a cadence that converts decisions into delivered outcomes: check‑ins, milestones, and the psychological safety to admit when a plan needs to change. These micro‑behaviors, repeated weekly, build a culture where people learn out loud and improve faster.

A Practical Coaching Framework You Can Use Tomorrow

You do not need to wait for a certification to become more coach‑like. Try this simple, research‑informed arc on your next one‑to‑one or project discussion:

Goal: Ask, “What would great look like in four weeks?”
Reality: Ask, “What have we tried? What’s getting in the way?”
Options: Ask, “If we had to generate three paths forward, what are they?”
Way Forward: Ask, “What will you do before next Tuesday? What support do you need?”

This light structure takes 15–20 minutes and reframes conversations from status reports into progress engines. Leaders who use it notice a shift from “tell me what to do” to “here’s my plan and how you can help.”

Mentoring That Works: A Simple 5‑Step Rhythm

Many mentoring relationships fail because expectations are vague. Establish a dependable rhythm with five steps: Create the container by agreeing on goals and boundaries; Clarify roles, frequency, and confidentiality; Commit to experiments between meetings; Connect the mentee to people and resources that expand their view; and Celebrate wins and learning so momentum builds. This rhythm keeps conversations focused and growth visible.

Starting a Mentoring Circle After the Convention

The fastest way to convert inspiration into action is to form a mentoring circle of four to six people for eight weeks. Choose a theme (first‑time managers, women in tech, social enterprise founders, public speaking), meet weekly for 60 minutes on a fixed day, and rotate facilitation so everyone practices leading. In week one, agree on outcomes and a simple code of courtesy: arrive on time, listen fully, protect confidentiality, and make one promise each week. In the final week, each member presents what changed for them and how they will sustain the new habits. This is how a two‑day convention becomes a months‑long movement.

Building a Coaching Culture in Organizations

Organizations that scale a coaching culture do five things well. They name a senior owner for the effort and give them the mandate to redesign how conversations happen. They train managers in core coaching skills and build those skills into performance expectations. They appoint culture champions who model the habits and facilitate peer practice. They align HR systems—hiring, promotion, recognition—so the behaviors that matter get rewarded. And they measure what changes: decision speed on key projects, engagement levels in pivotal teams, and the number of cross‑functional mentoring matches. The point is not perfection; it is momentum.

Caselets: Real‑World Scenarios You Can Practice

Imagine a fast‑growing SME where the founder reviews every decision, slowing execution. A coach‑like manager might ask the leadership team to map decision rights, clarifying who owns what by default and when to escalate. In another scenario, a university team struggles with unclear roles on a research project. A mentor could share a simple RACI template and a story about the first time their research stalled because no one owned “I” for “informed.” Or consider an NGO that loses volunteers after events; a coach‑like program lead might diagnose the onboarding experience, run a “first‑hour” test, and assign a buddy to each new volunteer. These are small adjustments, but they compound.

Measuring the ROI of Coaching and Mentoring

When leaders ask for ROI, they are not being cynical—they are asking for stewardship. Start with the outcomes you already track. If your challenge is attrition among high‑potential employees, measure six‑month retention after launching mentoring circles. If your problem is decision delays, measure the time from proposal to greenlight before and after coach‑like training for managers. If your sales cycle drifts, measure first‑meeting‑to‑proposal time after you introduce coaching‑style discovery questions. ROI becomes visible when you connect behavior change to business results you care about.

The Role of Story in Change

Movements spread through stories because stories show what change looks like. Short “before‑and‑after” notes are especially powerful: “We used to schedule every decision meeting for 90 minutes; now teams begin with ‘Goal, Reality, Options, Way Forward’ and most decisions take 25.” Or: “We used to onboard new hires with forms and orientation decks; now each new teammate has a mentor and two 30‑day missions linked to our values.” Collect these micro‑stories and share them monthly. Over time, your archive becomes a playbook written by your own people.

Accessibility and Participation

Because the convention is fully online, attendance is possible from any city or village with a stable connection. The organizing team selected an evening slot- 7:30 – 9:30 PM BDT to make it easier for working professionals, students, and parents to participate. If you have questions about joining, registration, or connectivity, the organizers have provided phone numbers and emails so you can get support directly.

How to join & Register

After completing the registration, you will receive access to the Zoom link for the Bangladesh Coaching and Mentoring Convention 2025 live program.

Queries: +8801716277637, +8801753899955 • dleaderbd@gmail.com • sabnam@dleader.org • www.dleader.org

Code of Courtesy: How We Show Up Together

Great learning environments are built, not found. Arrive a few minutes early to test audio and video. Use your full name so hosts and peers can recognize you. Keep your camera on when possible—it helps speakers and fellow participants read the room. Mute when you are not speaking; unmute when you have something to add. Ask questions that move the conversation forward and offer examples from your own practice. If you disagree, do so with generosity. Assume good intent. And whenever you learn something useful, write a one‑sentence takeaway in the chat so others can carry it too.

Digital Badge and Certificate: Why They Matter

Completion credentials are more than images on social profiles; they signal shared values and a commitment to growth. The digital badge and certificate associated with this convention acknowledge your contribution to a national coaching and mentoring movement. They also make invisible work visible—time spent learning, sharing, and practicing leadership in public. Add them to your LinkedIn profile and CV, and print the certificate as a reminder to keep practicing the habits you learned here.

For Students and Early‑Career Professionals: Getting the Most Out of Mentoring

If this is your first exposure to coaching and mentoring, begin with a simple plan. Choose one capability you want to develop—public speaking, project management, research design, or portfolio presentation. Prepare a brief story about where you are now and where you want to be in three months. After the convention, reach out to two people you met and request a 20‑minute call focused on that capability. End each call with one commitment for the next two weeks. Share progress with your mentor; ask for one new introduction. This is how networks form—through clarity, courtesy, and follow‑through.

For Coaches and Mentors: Contributing to the Movement

If you are an experienced coach or mentor, consider how you will give back in the months ahead. Offer a limited series of pro‑bono conversations for students or early‑career professionals. Create a short resource sheet—five books, three talks, two exercises—that your mentees can use to keep momentum between sessions. Organize a quarterly “mentor forum” where peers exchange methods and debrief tough scenarios while protecting confidentiality. Build bridges to universities and NGOs that can benefit from structured mentoring. The measure of a movement is not how many people attend its launch, but how many continue its work.

Post‑Event Action Plan: 30‑60‑90 Days

Days 1–30: Form or join a mentoring circle, schedule weekly check‑ins, and pilot the simple “Goal–Reality–Options–Way Forward” framework in one team meeting. Collect two “before‑and‑after” stories.
Days 31–60: Host a brown‑bag session at your office or campus to share what you learned. Expand your mentoring circle with one new member. Identify one stubborn process in your team—approvals, onboarding, or meeting design—and redesign it using coach‑like principles.
Days 61–90: Publish a short reflection on LinkedIn about what changed in your leadership since the convention. Thank the mentors and peers who helped. Outline your next learning goal and invite others to join you. Movements grow when people narrate progress publicly.

Myths and Facts about Coaching and Mentoring

Myth: Coaching is only for underperformers.
Fact: High performers use coaching to sharpen focus, prevent burnout, and prepare for bigger scope.

Myth: Mentors must have the exact same background as the mentee.
Fact: Adjacent perspectives often unlock novel approaches; domain overlap helps, but it is not mandatory.

Myth: Coaching and mentoring take too much time.
Fact: A 20‑minute, well‑structured conversation beats months of drift. Small cadences produce large returns.

A Pocket Glossary to Align Language

Coaching: A structured conversation that strengthens clarity and ownership.
Mentoring: A relationship where experience is shared to shorten the learner’s journey.
Sponsor: A senior ally who opens doors and puts their reputation behind your advancement.
Peer‑coaching: Colleagues coach each other on real problems in short, regular sessions.
Learning sprint: A focused 2–4‑week effort to practice one capability with feedback.

Help the Movement Grow

After you register, share a short note about why you’re attending and what you hope to learn. Use consistent language so others can find and join the conversation. A simple template works: “I’m attending the Bangladesh Coaching & Mentoring Convention 2025 on 20–21 Sept, 7:30–9:30 PM BDT—two evenings of stories, frameworks, and a national movement for growth. Join me online.” Small posts recruit allies.

Conclusion

This is more than a date on a calendar; it is an invitation to build the future you want to work in. Reserve your spot for the Bangladesh Coaching and Mentoring Convention 2025, happening 20–21 September 2025, 7:30-9:30 PM (BDT), hosted online via Zoom. Register through the official form and reach out if you need help joining. Come ready to learn, to share, and to begin practices that will ripple across your teams and communities. We Learn, Lead, & Build Bangladesh Together.