Executive Coaching and Mentoring - Building a Winning Support Team


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Who is in your circle of influence? Building relationships and making the right connections are key skills for professional longevity and success. This process takes time, planning, and commitment. We create these opportunities by exploring ways to exchange value. As we expand our circles, we access opportunities, knowledge, and greater work satisfaction. Executive coaching and mentoring are powerful ways to build a support network, access valuable resources, and gain insights into decisions and strategies. These relationships help build capacity to manage self and others and navigate through professional triumphs and challenges. This workshop will show you how to build networks, get and become mentors, and share real executive coaching techniques that will help you now.

At the end of this session participants will be able to:

a. Customize your own “power network” plan
b. Identify strategies to capitalize on creative partnerships
c. Explore ways to access great mentors and executive coaches
d. Explore executive and mentoring questions, techniques, and advice

Published in: Business, Health & Medicine
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Executive Coaching and Mentoring - Building a Winning Support Team

  1. 1. October 17–19, 2013 EXECUTIVE COACHING AND MENTORING Build a Winning Support Team
  2. 2. By definition… Executive coaching is an experiential and individualized leader development process that builds a leader’s capability to achieve short- and long-term organizational goals. Source: The Executive Coaching Forum Handbook, 2013
  3. 3. Executive Coaching Benefits:  Gain clarity Explore options Renew your passion Utilize your strengths Enhance your skills
  4. 4. Three Levels of Learning  Tactical problem solving  Developing leadership capabilities and new ways of thinking and acting that generalize to other situations and roles  “Learning how to learn”: developing skills and habits of self-reflection that ensure that learning will continue after coaching ends Source: The Executive Coach Forum Handbook, 2013
  5. 5. Mentoring By definition… an experienced person (the mentor) assists another (the mentoree) in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth. Source: Coaching Vs. Mentoring: ”25 Ways They are Different”, 2 nd. edition, Management Mentors
  6. 6. Coaching vs. Mentoring Coaching = Functional; performance driven Mentoring = Relational; development driven
  7. 7. Coaching Considerations  When a leader or executive needs assistance in acquiring a new skill as an additional responsibility  When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager  When a company has a number of talented employees who are not meeting expectations  When a company is introducing a new system or program  When a company has a small group of individuals (5-8) in need of increased competency in specific areas
  8. 8. Mentoring Considerations  When a company is seeking to develop its leaders or talent pool as part of succession planning  When a company seeks to develop its diverse employees to remove barriers that hinder their success  When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies  When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations  When a company wants to create a workforce that balances the professional and the personal
  9. 9. Key Considerations for Coaching  Background/Credentials/Experience  Skills/Specialization  Track Record/References  Chemistry: Do you connect? Source: Gwen Moran, “Four Things to Consider Before Hiring An Executive Coach”, Sept. 2013
  10. 10. Types of Mentorship  Buddy/ Peer Mentoring  Career Mentoring  Life Mentoring Source: Anthony K. Tjan, “Keeping Great People with Three Kinds of Mentors”
  11. 11. Mentorship Guidelines  Do: Build a cadre of people you can turn to for advice when you need it Nurture relationships with people whose perspectives you respect Think of mentoring as both a long-term and short-term arrangement  Don’t: Assume that because you are successful or experienced in your field that you don’t need a mentor Rely on one person to help guide you in your career Expect to receive mentoring without providing anything in return Source: Amy Gallo, “Demystifying Mentoring”
  12. 12. Resources for Coaching www.instituteofcoaching.org www.executivecoachingforum.com http://www.coachfederation.org http://www.apecs.org
  13. 13. Resources for Mentoring http://www.management-mentors.com/ http://www.shrm.org/communities/voluntee rresources/documents/324va_nova_dulles _mentoring_program_toolkit_april2012.pdf
  14. 14. Contact Information Melissa Weathersby, MBA Be A Better Steward- Professional Mentor/Life Coach Melissa@BeABetterSteward.com Mike Powell, VP Organizational Development & Training Powell Consulting Group mike.powell@pcgconsults.com Dr. Kay Porter, Program Manager Oklahoma State University kay.porter@okstate.edu