The document discusses coaching, mentoring, and establishing mentoring programs in organizations. It defines coaching and mentoring. It also discusses manager-as-coach, executive coaching, formal mentoring, coaching practices, being an effective coach, considerations for independent coaches, costs of external coaches, managing change resistance, and key considerations for change. Additional sections cover breaking behavior barriers for executives, skills of mentors, mentoring techniques, establishing mentoring in organizations, creating modern programs, elements of mentor/mentee contracts, generational differences, common mistakes, and concluding with questions.

1. Coaching and mentoring
by Toronto Training and HR
September 2014
1

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Manager-as-coach
9-10 Executive coaching
11-12 Formal mentoring
13-14 Coaching practices to master
15-16 Being an effective coach
17-18 Coaching considerations for the independent operator
19-20 How much do external coaches cost?
21-22 Managing different types of change resistance
23-24 Key considerations for change
25-29 Breaking through the behaviour barriers holding back executives
30-31 Skills needed by a mentor
32-33 Mentoring techniques
34-38 Establishing mentoring in the organization
39-40 Creating a modern mentoring program
41-42 What should mentors and mentees include in their contracts?
43-44 Generational differences around mentoring
45-46 Pressure points which can undo mentoring
47-48 Common mistakes made by mentors
49-50 Conclusion, summary and questions
2

3. Introduction
3

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
4

5. Definitions
5

6. • Coaching
• Mentoring
• Coach
• Mentor
6
Definitions

7. Manager-as-coach
7

8. • Definition
• Purpose
• Practice
• Research
8
Manager-as-coach

9. Executive coaching
9

10. • Definition
• Purpose
• Practice
• Research
10
Executive
coaching

11. Formal mentoring
11

12. • Definition
• Purpose
• Practice
• Research
12
Formal
mentoring

13. Coaching practices to
master
13

14. • Attentive listening
• Body language
• Exploratory questions
• Feedback and follow-up
14
Coaching
practices to
master

15. Being an effective coach
15

16. • Relate well to produce real
results
• Boost that ego strength
• Let your character flourish
16
Being an
effective
coach

17. Coaching considerations
for the independent
operator
17

18. • Foundational skills
• Product information
• Employee
empowerment
18
Coaching
considerations for
the independent
operator

19. How much do external
coaches cost?
19

20. 10 one hour sessions
• CEO
• Manager
• Business owner or
entrepreneur
• Team leader
• Employee without
management
responsibilities
20
How much do
external
coaches cost?

21. Managing different types
of change resistance
21

22. • Complacency
• Resignation
• Cynicism
22
Managing different
types of change
resistance

23. Key considerations for
change
23

24. • Convey change as
positive
• Coach to comfortable
levels of acceptance
• Be prepared to be
challenged
• Listen at different
levels
24
Key
considerations
for change

25. Breaking through the
behaviour barriers holding
back executives
25

26. • Identify the behaviours that
are holding the leader back
from achieving key results-this
assessment can be
done by hiring an executive
coach to implement a 360
survey, who may conduct
one-on-one interviews with
each of the people who
work most closely with the
top leader
26
Breaking
through the
behaviour
barriers
holding back
executives
1 of 4

27. • Share the results with the
leader and decide upon the
plan of action, which would
ideally be implemented
during the next nine months
• Include four to seven other
peers, colleagues, bosses
and direct reports as part of
the coaching process
• Get honest feedback every
30 days and watch changes
occur within all who are
involved, not just the leader
27
Breaking
through the
behaviour
barriers
holding back
executives
2 of 4

28. Ask each of the influencers
this question:
• “If you could master one
behaviour that would make
the biggest impact in your
work with others inside and
outside the organization,
what would it be?”
28
Breaking
through the
behaviour
barriers
holding back
executives
3 of 4

29. Then ask them to make four
commitments:
• 1. Let go of the past with
my client
• 2. Support and encourage
my client
• 3. Be willing to give honest
feedback every 30 days to
my client
• 4. Pick a behaviour to
change
29
Breaking
through the
behaviour
barriers
holding back
executives
4 of 4

30. Skills needed by a mentor
30

31. • Listening skills
• Questioning skills
• Advising skills
• Storytelling skills
• Resourcing skills
31
Skills
needed by a
mentor

32. Mentoring techniques
32

33. • Accompanying
• Sowing
• Catalyzing
• Showing
33
Mentoring
techniques

34. Establishing mentoring in
the organization
34

35. • Accept mentored
learning as integral to
the success of an
organization from the
ground up
• Identify areas within the
organization where
mentored training is
required - and find the
mentored learning
strategy that is most
appropriate to the needs
of the organization
35
Establishing
mentoring in
the organization
1 of 4

36. • Integrate a mentored
learning program that
operates in harmony
with organisational
workflow
• Encourage managers to
remove any stigmas
surrounding mentoring
in the workplace, and
allow them to embrace
mentored learning as
pragmatic and designed
for skills improvement
36
Establishing
mentoring in
the organization
2 of 4

37. • Equip mentors with the
requisite tools to carry
out their role effectively,
such as the latest range
of collaborative workflow
systems-allow training
departments to integrate
a clear, simple structure
to allow managers who
have never engaged in
mentored activity before
to embrace it with
confidence
37
Establishing
mentoring in
the organization
3 of 4

38. • Monitor every step of
the mentoring process
to ensure effective
collaboration and
participation between
mentors and mentees
and evaluate program
results to ensure skills
targets are achieved
38
Establishing
mentoring in
the organization
4 of 4

39. Creating a modern
mentoring program
39

40. Concepts to consider
• Open and egalitarian
• Diverse
• Flexible
• Self-directed and personal
40
Creating a
modern
mentoring
program

41. What should mentors and
mentees include in their
contracts?
41

42. • 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
42
What should
mentors and
mentees
include in
their
contracts?

43. Generational differences
around mentoring
43

44. • Millennials
• Generation Y
• Generation X
• Baby boomers
44
Generational
differences
around
mentoring

45. Pressure points which can
undo mentoring
45

46. • Support
• Potential
• Leadership
• Outcomes
• Measurement
46
Pressure points
which can undo
mentoring

47. Common mistakes made
by mentors
47

48. • Mentors don’t
understand their
roles
• Organizations
mismatch mentors
and mentees
• Organizations pick
the wrong mentees
• Organizations let
the programs go
unattended
48
Common
mistakes
made by
mentors

49. Conclusion, summary and
questions
49

50. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
50