This document discusses coaching, mentoring, and how they can help individuals achieve life fulfillment. It provides definitions and comparisons of coaching versus mentoring. Coaching focuses on short-term, job-related goals while mentoring focuses on long-term career and psychosocial development. Effective coaching and mentoring can help individuals improve skills, progress their careers, and feel supported. The document outlines best practices for how managers can coach and mentor their teams to help with retention and creating a culture of learning and achievement.

1. Compiledby:
AsithaGoonewardena
Achieving life fulfillment by effective
Coaching
&
Mentoring
Reference :Coaching & Mentoring HBR
Press 2004

2. COACHING
It is all about
guiding a person
to achieve job
related goals.

3. Coaching and
Mentoring with
guided follow
up enables
individualwith
continuous
achievement
and sustenance.
Coaching
Individual
development
Self
sustenance &
life achiever
Mentoring

4. WhyCoaching ?
Coaching is necessary as a manager to enhance your capacity and to
perform your job more effectively. It’s about team work. So see when
/where you can coach them.
 Help / guide to improve individual performances
 Improve technical / soft skills of your team members
 Help team members to work smart with better job know how.
 Ensure career progressions of your team members, help them to
grow themselves.
 Create retention culture, where individuals believe in you creating
individual bond, improved job satisfaction and learning
 Nurture achievement oriented working culture
 Help team to believe you as a leader and you supports them to
become leaders as well.

5. Lookout to
Coach
You need to find out all avenues to coach your team or any
individual you see as in need for development guidance.
Find out feedback though performance assessments, and other
formal feedback sessions.
Observe people at work, assess their personal behaviors, check for
their technical knowledge, get feedback from other peers and see
the need for;
 Personal development
 Technical guidance
 Future potential / Challenge

6. How toCoach ?
•Be upfront
•Discuss with examples
•Show areas for improvement
•Align with individual
preferences
•Provide assistance for the
areas of improvement
•Check for continuous support
•Discuss ideas and get
feedback.
• Coaching meeting
•Items for consider
•Plan
•Understanding of individual
preferences
•On regular intervals meet up
and seek for feedback
•Measure progress & align.
•Check for laps & provide
assistance .
Follow
up
Prepare
DiscussCoach

7. Mentoring
Is Mentoring differ from
Coaching … ?
Yes.
Mentoring includes assisting an individual in both Career
progression as well as Psychosocial function whilst Coaching
involves only within a subset of Career progression elements.
(Source : Coaching and Mentoring : HBR p77. 2004)

8. Another way of
differentiation
Coaching Mentoring
Short term Long term
Role specific Individual specific
Look for visible problems and
resolutions
Look for long term developments
Discussions and guidance Supporting , role modeling, and
building relationships
Direct line management take
ownership
Industry / subject experts who could
mentor the individual. Not
necessarily the line management
Job related Career related

9. Mentoring
outline
Shaping the individual development
though Mentoring
Career functions Psychosocial personal functions
Sponsorship : mentor open doors /
avenues
Role modeling : mentor
demonstrate personal traits for
success
Coaching : mentor guides and
provides feedback
Counseling : mentor help individual
in dealing with professional
difficulties
Protection : act as a buffer and
support when require
Acceptance : mentor supports and
shows respect
Challenge : mentor encourage
challenge and pushes the
individual’s limits
Friendship : mentor offers personal
caring beyond business needs.
Exposure and visibility : mentor
helps individual to gain experience in
new territories and ensure visibility
to top management
(Source : Coaching and Mentoring : HBR p77. 2004)

10. Mentoring
delivers ….
Effective mentoring helps in
 Convert an individual into an asset
 Retention of key individuals
 Sharing of knowledge other than available in any form of media

11. Mentor-Mentee
bond
Figure : Elements of trust-bridging Mentorship
Line management authority
over the team member does
not assist of being a good
mentor
There are few key elements in
trust-bridging mentorship
Trust-
bridging
mentorship
Respect
Understanding
line of work
No politics
Mutual
Commitment

12. Becoming an
effective
Mentor
Key elements portrayed by effective mentors are;
 Setting standards : You need to set high achievable standards
 Availability : Mentor is always available for mentee for any
support. Mentor is ready and prepared to invest time and effort in
mentees developments
 Learning from mentors experience: Mentor shares his
experiences to mentee to learn and perhaps mentor helps to
mentee to experience the same with similar career roles
 Mentor state: Mentor is a role model and respected by the
employees
 Reputed IPR skills : Mentor is reputed for good interpersonal
relationship and known for development of people
“good mentors walk the talk”

13. Coaching &
Mentoring way
forward
There are many avenues that enables effective coaching and
mentoring to go beyond the line manager’s preview and
organizational scope. Individual has options to choose the match-
making individual(s) as Coach/Mentor their social reputation and
respect
 There are many social networks that host subject matter experts
to gain informal yet multi-dimensional assistance for individual to
follow.
 Expert forums enabling mentoring and coaching across other
businesses enabling higher synergy and collaboration
Highly empowered social networks
enables and open doors for
countless number of options
coaching and mentoring.
Expected that diverse learning and
view points stimulate exponential
growth of individuals life
expectations.