Half day open training event held in Toronto, Ontario.

1. All you wanted to know about
coaching and mentoring
by Toronto Training and HR
October 2015

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-9 GROW and GAINS
10-11 SMART
12-14 Questions to ask before setting objectives
15-16 Effects on the progress towards objectives
17-18 Tips on selecting a coach
19-20 Attributes of a coach
21-22 Major types of coaching
23-24 Performance coaching
25-26 Coaching and the independent operator
27-29 A coaching climate
30-31 Coaching a toxic boss
32-34 The Head Heart Gut model
35-36 The Five Cs
37-38 Advantages of mentoring
39-40 Items to be included in mentoring contracts
41-42 Skills needed by a mentor
43-44 Common mistakes made during mentoring
45-46 Pressure points that can undo a mentoring program
47-49 Steps in the process
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Coaching
• Mentoring
Page 6

7. Page 7
GROW and GAINS

8. GROW and
GAINS 1 of 2
• Goal
• Reality
• Options
• What/when/whom/will
Page 8

9. GROW and
GAINS 2 of 2
• Goal
• Assessment
• Ideas
• Next steps
• Support
Page 9

10. Page 10
SMART

11. SMART • Specific
• Measurable
• Realistic
• Achievable
• Time-bound
Page 11

12. Page 12
Questions to ask before
setting objectives

13. Questions to
ask before
setting
objectives
1 of 2
• Are the objectives too
specific?
• Are the objectives too
challenging?
• Who sets the objectives?
• Is the time horizon
appropriate?
• How might objectives
influence risk taking?
• How might objectives
motivate unethical
behaviour?
Page 13

14. Questions to
ask before
setting
objectives
2 of 2
• Can objectives be tailored
for individual abilities and
circumstances while
preserving fairness?
• How will objectives
influence organizational
culture?
• Are individuals intrinsically
motivated?
• What type of objective is
most appropriate given
the organization’s
objectives?

15. Page 15
Effects on the progress
towards objectives

16. Effects on the
progress
towards
objectives
• Motivation
• Contextual awareness
• Ownership
• Clarity
• Measurability
• Stability
• Link to personal values
• Previous experience of
goal pursuit
Page 16

17. Page 17
Tips on selecting a coach

18. Tips on
selecting a
coach
• Define desired
outcomes
• Interview coaches
• Decide if assessment
is necessary
• Be committed
Page 18

19. Page 19
Attributes of a coach

20. Attributes of a
coach
• Internal
• External
Page 20

21. Page 21
Major types of coaching

22. Major types of
coaching
• Performance coaching
• Holistic coaching
• Content coaching
• Manager as coach
Page 22

23. Page 23
Performance coaching

24. Performance
coaching
• Acknowledge
• Institute
• Check
Page 24

25. Page 25
Coaching and the
independent operator

26. Coaching and
the independent
operator
• Foundational skills
• Product information
• Employee
empowerment
Page 26

27. Page 27
A coaching climate

28. A coaching
climate 1 of 2
Key areas of management
behaviour
• Clarity
• Commitment
• Standards
• Responsibility
• Recognition
• Teamwork
Page 28

29. A coaching
climate 2 of 2
Steps to create the right
climate
• Climate survey
• Action plan
• Involvement
• Results
Page 29

30. Page 30
Coaching a toxic boss

31. Coaching a
toxic boss
• The narcissist
• The manic-depressive
• The passive-aggressive
• The emotionally
disconnected
Page 31

32. Page 32
The Head Heart Gut model

33. The Head Heart
Gut model
1 of 2
• Head
• Heart
• Gut
Page 33

34. The Head Heart
Gut model
2 of 2
• Getting started
• Staying on track
• Moving on
Page 34

35. Page 35
The five Cs

36. The five Cs • Contract
• Context
• Culture
• Circumstance
• Content
Page 36

37. Page 37
Advantages of mentoring

38. Advantages
of mentoring
• Mentors
• Mentees
• Organizations
• As a training method
Page 38

39. Page 39
Items to be included in
mentoring contracts

40. Items to be
included in
mentoring
contracts
• A promise to meet
regularly
• A promise to focus
during the meeting
• A promise to focus on
discussing business
• A promise to speak
honestly
• A promise to speak
fairly
Page 40

41. Page 41
Skills needed by a mentor

42. Skills needed by
a mentor
• Listening skills
• Questioning skills
• Advising skills
• Storytelling skills
• Resourcing skills
Page 42

43. Page 43
Common mistakes made
during mentoring

44. Common
mistakes made
during
mentoring
• Mentors don’t
understand their roles
• Retailer mismatch
mentors and protégés
• The wrong protégés
may be selected
• Organizations let the
programs go
unattended
Page 44

45. Page 45
Pressure points that can
undo a mentoring program

46. Pressure
points that
can undo a
mentoring
program
• Support
• Potential
• Leadership
• Outcomes
• Measurement
Page 46

47. Page 47
Steps in the process

48. Steps in the
process-
mentoring
• Initiate the mentor-mentee
relationship
• Define the mentor-mentee
relationship
• Plan the education, training
and development of the
mentee
• Review the planned
education, training and
development of the mentee
• Perform continuous
mentoring-related activities
Page 48

49. Steps in the
process-
coaching
• Initiate the coach-learner
relationship
• Identify the task that the
learner must be able to
perform
• Prepare the learner for the
coaching
• Conduct the coaching
sessions
Page 49

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions