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1. FIRST EVER CERTIFICATION COURSE IN 12 WEEKS
In recent years there has been a significant rise in the demand for mentors
and coaches. The driving forces behind this are: executives, managers and
other specialists are increasingly expected to demonstrate that they are
undertaking significant professional development; the workplace and
business employment environment is becoming even more competitive; the
influence of the emerging industrial nations is forcing radical changes in the
skill mix required of managers and other professionals in the developed
countries; the diversity of personal and professional skills, knowledge, and
expertise needed to be successful in today’s global business environment. As
this demand has increased, so has the diversity of roles played and the
range of services offered. Indeed, there are so many variations and
combinations of mentoring and coaching, that it is increasingly difficult to
differentiate between them and almost impossible to categorise the
variations available.
Workplace mentoring is, despite appearances, a structured, organised,
element of the organisation’s training and development activity. It is,
however, usually quite separate from organised training activities and from
the formal appraisal process carried out by the line-manager. This formal,
hierarchical relationship that exists between a person and their line-manager
is usually not a suitable vehicle for a mentoring relationship. Mentoring
generally takes the form of a confidential, one to one relationship, where a
more senior person, at least one position higher than the line-manager of
the person being mentored, helps a more junior one to make progress,
usually as part of a planned development programme, such as management

2. fast-tracking, preparing for a more senior post, or leading a phase of
workplace activity, such as a project. The mentor offers guidance and
advice, in a supportive and non-threatening manner, but in a format and
style which is designed by the organisation’s human resource department
and then monitored by that department. The aim is to provide the recipient
with support that will enable them to move forward confidently and to
achieve their personal workplace objectives and also the objectives set for
them by the organisation.
In an organisational setting, coaching has traditionally been part of the
supervisory role played by line-managers, or more experienced employees,
who show less experienced colleagues how to carry out an activity, or set of
activities, competently. This is by default part of the cyclical process of
developing an individual’s skills, evaluating their performance, appraising
their progress, carried out by the line manager. If the line manager does not
carry out the coaching personally, they will have arranged for an
experienced employee, usually within the same team as the person being
coached, to deliver the coaching. In this context, coaching is, in effect, the
teaching of a skill until the skill is learnt and can be consistently performed,
independently, to the required standard. Although the majority of this type
of coaching is delivered by people who are more experienced, it is not
always the case that they are more senior. Often, because the coach is
explaining or demonstrating a skill, or process, the coach can be a younger
person, but someone who is capable of passing on their skills to others who
are less experienced in that activity.
Today, the traditional roles of mentors and coaches can still be seen in
action. However, in many organisations, and particularly in most business

3. sectors apart from the heavy industries and manufacturing, there has been
considerable change. The main changes have been in the widening of the
range of coaching approaches and the merging of mentoring and coaching
into one approach, generally under the title of Coaching. Despite the best
efforts of some academics and management gurus, senior managers in some
organisations, and the human resource purists, the terms mentor and
coaching, and the roles, are now used interchangeably in many business
sectors. The main reason for this is that individuals are demanding and
expecting their mentor-coach to have a wide range of skills that
encompasses the best features of both categories. Many organisations are
also establishing mentor-coaching systems that also combine the best
practices of both. The result is that, increasingly, the terms are in effect
synonymous, and what one individual or organisation will label as Mentor,
another will label as Coach.
Also, many individuals are arranging to work with a personal coach, whose
role is a combination of mentor and coach. This is similar to the relationship
between a sports person, for example an athlete, and their personal coach,
and that between individuals and their personal fitness trainer. In the
business and professional development world, the result is a hybrid of
mentoring and coaching that most people now label as Personal Coaching.
The ideal mentor is a person who has been trained in mentoring techniques,
and has a blend of appropriate work experience, qualifications, and general
business knowledge, that can be used to guide and advise a particular
mentee. In addition it is very important that the mentor is a person who has
an enthusiasm, if not a passion, for helping others to develop, fulfill their
potential, and achieve their and the organisation’s objectives.

4. The ideal coach is a person who has been trained in coaching techniques,
has a broad range of experience and expertise; has knowledge and
understanding of current business activity and trends, and an understanding
of how an individual’s career and professional development should be
tailored in order to assist that person in being successful in achieving their
development objectives.
As can be seen, there great similarities in the two roles, and, as a result, the
differences are virtually indistinguishable and they are now frequently
combined. Both are expected to have appropriate knowledge and
experience, both must be skilled in: listening actively; communication
techniques; being able to understand the work and personal environment of
the person being coached; building a rapport and developing a relationship;
asking appropriate questions; directing the coachee to other sources of help
when appropriate; identifying, agreeing and setting goals; helping to devise
action plans to achieve the goals; helping to monitor and make adjustments
to the plans; and finally, knowing when it is time to end the relationship.
A coach works with individuals and organisations to help them to achieve
higher levels of performance and-or specific goals. The coach will, by
necessity, take into account past performance and events, but focuses on
actions and goals for the future. The approach is action oriented, focusing on
where the client is now, where they want to be in the future, and how best
to get them there. This framework is familiar to those involved in strategic
planning or project management, as it is the foundation of both. The coach

5. takes this simple, structured approach, and builds on it to develop a plan of
action that will enable them to help their client achieve their objectives.
For individuals, the benefits can be many, including helping the individual to:
avoid making mistakes in their business or personal lives; achieve more, in
less time; minimise current problems; effectively prepare for potential
difficulties; be happier with their personal and-or work life; achieve career or
personal development targets; change career or career direction; become
more effective and influential in all areas of their life; be more attractive to
others, in their career and professional development and-or their personal
life.
For organisations, the benefits are similar. They include: learning from a
person who has a broad range of knowledge; obtaining independent,
unbiased, objective, advice and guidance; gaining improvements to
productivity, quality levels, customer satisfaction, shareholder value; gaining
increased commitment and satisfaction levels in operational and
management staff; improved staff retention; supporting other training and
development activity; visible evidence that the organisation is committed to
developing and improving; establishing an effective process for
organisational development.
The role of mentoring and coaching has changed radically over recent years.
However, the changes are generally accepted as being positive ones, and
today coaches are accepted as an integral feature of the development
process, both for individuals and for organisations. As always, great care
must be taken to ensure that the coach and any process that is undertaken

6. is appropriate for the particular client, but with this caveat, it is now clear
that coaches have an important role to play in the development of
individuals and organisations in today’s business world. As the pace of
change and the complexity of business activity increases, it is certain that
coaches will continue to play a key role in helping individuals and
organisations manage that change and complexity more effectively.
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