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Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
Coach vs Mentor/Manager
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Coach vs Mentor/Manager

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My guidance on how to be a coach vs. a mentor or manager

My guidance on how to be a coach vs. a mentor or manager

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  • The session focused the first 30 minutes on where they completed the Career Wheel. We evaluated where they wanted to focus (not necessarily where they thought IBM wanted them to focus). In that 30 minutes it was true coaching session where I asked questions (no leading ones) and we explored together. Then there was about 15 minutes of "bottom lining" and then to a challenge or multiple challenges for each person based on that discussion. Then 15 minutes where I put my manager hat on and we tied the discussion back to outputs. For example - one person wanted to focus on improving client satisfaction. This was quite easy to tie back as I could clearly say to them you know what was expected in the evaluation process to be a plus plus (client reference, exceed coscard, etc). So they left the meeting with specific actions (some tangible and others not) to reflect and work towards. Where there were multiple follow up's I would schedule a 15 min checkpoint to make sure they followed through. In some cases I would expect to see the results but in most I would not (like doing an inquiry on what is so scary about taking the 'partner/AP" path). I don't need to know those answers. They do. But they also need to do the work in order to move forward.
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    • 1. Coach vs. Mentor/Manager One manager’s approach Julie Foxcroft 2012
    • 2. My approach • Developed using CTI coaching principles/tools • Initiated to develop happier employees • Start with Career Wheel Career Wheel • Set up 1hr session – 30-45 min exploring 1 to 2 areas the employee wants to shift on the Career Wheel to achieve greater fulfillment (i.e. not necessarily higher performance rating) – Remaining time as a manager connecting their career choices to what is expected in business results (i.e. outputs that can be measured)
    • 3. Coaching • Coaching is not about solving problems, although problems will be solved • It is not primarily about improving performance, attaining goals or achieving results, although all of that will certainly happen over time in an effective coaching relationship
    • 4. Coaching • It is chiefly about discovery, awareness and choice. • A method of empowering people to find their own answers, encouraging and supporting them on the path as they continue to make important career decisions • Developing Leaders who not only believe in what they are doing but enjoy it because it is THEIR path
    • 5. While coaching • Do NOT offer answers or opinions to questions • Employees ultimately want to “please” their manager regardless of how much they disagree with the “performance system” • Focus on asking powerful questions
    • 6. While coaching • Do hold them accountable and keep them moving forward to their goals – Challenge them in their beliefs – Question what else is out there – Pretend you know very little about IBM and what they do…force them to really explore their internal assumptions which may be driving behaviors that ultimately will hold them back
    • 7. Powerful Questions • Where do you want to make a difference in your career? • You are Here. Where is Here? • What do you value most in your career • What works for you when you are successful at making changes • Where do you usually get stuck • What is at stake if you do not move forward • What else?
    • 8. Closing Thoughts • A coach is there to assist in creating a compelling vision for the employee. – We can be driven by the desire for money or accomplishment – Or we can be pulled by gravitational force of a compelling vision • If we want greatness out of our employees we need to foster an environment where greatness can occur.

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