coachingvmentoring final

7/21/2019 Coachingvmentoring Final

http://slidepdf.com/reader/full/coachingvmentoring-final 1/14

Coaching v. Mentoring:What’s the Diference?

“If people in an organization are good at replicating whatthey already do well, what happens when the

environment changes and what is needed begins tochan e? “



Denition: Coaching

Interactive process through whichmanagers and supervisors aim tosolve performance problems ordevelop employee capabilities Process relies on 3 components

Technical Help

Individ

ualChallen

Person

alupport

!"otional

#ond



Denition: Mentoring

“…someone who helps someone elselearn something that he or she wouldhave learned less well, more slowly, or

not at all if left alone. ! "hip #ell,author$consultant %entoring helps develop tacit, or “stic&y,

&nowledge

'he scope of mentoring is vastly greater thancoaching ! coaching is a subset of mentoring

%entoring addresses the whole person andhis or her career



$e% Diferences

Coaching Mentoring

$e% &oals 'o correct inappropriatebehavior, improveperformance, and imparts&ills

'o support and guidepersonal growth

Initiative'orMentoring

'he coach directs thelearning

'he prot(g( is in charge ofthe learning

(olunteeris"

)olunteering not necessary*although agreement to

participate is essential+

%entor and prot(g( bothvolunteer

)ocus Immediate problems andopportunities

ong-term personal careerdevelopment

*oles eavy on telling, withappropriate feedbac&

eavy on listening, rolemodeling, ma&ingsuggestions, and connecting

Duration /hort-term and as-needed ong-term



Coaching M%ths

M%th: "oaching is for losers, a last-grasp e0ort beforebeing shown the door.*ealit%: "oaching is for winners who see& to go to thene1t level.

M%th: "oaching is about 2lling leadership behaviorgaps.*ealit%: "oaching is about an Impossible uture and

changing your life.

M%th: "oaching is a separate leadership developmentactivity.*ealit%: "oaching integrates leadership development

and results.



Coaching M%ths

M%th: 'he coach is a process consultantwho as&s 4uestions from a distant.*ealit%: 'he coach is li&e a sports coach on

the playing 2eld, doing whatever it ta&es towin.

M%th: "oaching is an activity that happensin annual reviews.*ealit%: "oaching re4uires continuous, butnot continual communication.



#enets o' Coaching

5eveloping employees I5P6vercoming performance problems

Increasing productivity"reating promotable subordinates Improving retentionostering a positive wor& culture



Coaching + Per'or"ance,ppraisal

P7s are great source for identifyingcoaching opportunities

"orrectable problems8 9ointly developplan for eliminating them

:/7s re4uired8 9ointly identify areas fordevelopment to enhance career

"aution8 Intervene ;7<= 5o >6' wait for the annual review



Coaching: i"ple -tepProcess

tep /: Preparation

tep 0: Discussion

tep 1: ,ctiveCoaching

tep -:)ollo2up

tep /: e0ective coaching re4uires observationgoal is to identify strengths and

wea&nesses and their impact on behaviorsand results

tep 0: coaching happens in conversationstep 1: e0ective coaches o0er ideas and advice

in a way that subordinates can hear them,respond to them, and appreciate their value



even &uiding Principles

@. 7 leader is a coach and teacher versus acommander and controller.

A. "oaching is about standing in peopleBs greatness,

not leadership lobotomies.3. "oaching is about creating an Impossible utureversus 2lling leadership competency gaps.

C. "oaching is about creating a winning game planversus Du0y mission statements.

E. 7 coach is a transformational agent, not a purveyorof transactional tips and techni4ues.

F. "oaches focus on the scoreboard, not pie in thes&y.

G. 'he coaching relationship needs to be robust ! li&ethat of an > coach and 4uarterbac&.



!"plo%ees 3eeding Coaching

%a&e a list of areas you thin& youneed coaching.

Prioritize the list and identify the Agreatest advantages



#enets o' Mentoring

5evelops human assets for the organization “uman assets$intellectual capital is as critical

as 2nancial capital for success. ! :raiger, AHHA.

Provide source of innovation and value creation 6nly remaining competitive advantage that can

not be replicatedelps transfer tacit &nowledge

7ids in the retention of valued employees ;1ecutives with a mentor *in a study+ moved

4uic&er, were better educated, and were happierwith their career.



Costs o' Mentoring

'ime and e0ort Is this an e0ective tradeo0?

'ime and e0ort planning, oversight,budget control, customer interaction,etc.

)/.

'he listed bene2ts of mentoring



Who hould Have a Mentor

Individuals that are new to the organization Individuals in new unit or new role Individuals who have moved up levels

Is “mentor-ready %ore career-oriented than 9ob-oriented

/elf-aware and can appreciate the need to learn

;ager to learn

7mbitioushich of your employees are mentor ready? %a&e a list.

coachingvmentoring final

Documents