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Coaching V. Mentoring

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“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"

Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.

Published in: Business, Health & Medicine
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Coaching V. Mentoring

  1. 1. Coaching v. Mentoring:What’s the Difference?<br />MGT 540<br />Coaching & Mentoring<br />“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change? “<br />
  2. 2. Definition: Coaching<br />Interactive process through which managers and supervisors aim to solve performance problems or develop employee capabilities<br />Process relies on 3 components<br />Example: Tiger Woods and Butch Harmon<br /> Technical Help<br />Emotional<br />Bond<br />Individual <br />Challenge<br />Personal<br />Support<br />
  3. 3. Definition: Mentoring<br />“…someone who helps someone else learn something that he or she would have learned less well, more slowly, or not at all if left alone.” – Chip Bell, author/consultant<br />Mentoring helps develop tacit, or “sticky,” knowledge<br />The scope of mentoring is vastly greater than coaching – coaching is a subset of mentoring<br />Mentoring addresses the whole person and his or her career<br />
  4. 4. Key Differences<br />See examples: Coaching & Mentoring, pp. 78-80<br />
  5. 5. Coaching Myths<br />Myth: Coaching is for losers, a last-grasp effort before being shown the door.<br />Reality: Coaching is for winners who seek to go to the next level.<br />Myth: Coaching is about filling leadership behavior gaps.<br />Reality: Coaching is about an Impossible Future and changing your life.<br />Myth: Coaching is a separate leadership development activity.<br />Reality: Coaching integrates leadership development and results.<br />
  6. 6. Coaching Myths<br />Myth: The coach is a process consultant who asks questions from a distant.<br />Reality: The coach is like a sports coach on the playing field, doing whatever it takes to win.<br />Myth: Coaching is an activity that happens in annual reviews.<br />Reality: Coaching requires continuous, but not continual communication.<br />
  7. 7. Benefits of Coaching<br />Developing employees KSAs<br />Overcoming performance problems<br />Increasing productivity<br />Creating promotable subordinates<br />Improving retention<br />Fostering a positive work culture<br />
  8. 8. Coaching & Performance Appraisal<br />PAs are great source for identifying coaching opportunities<br />Correctable problems: jointly develop plan for eliminating them<br />KSAs required: jointly identify areas for development to enhance career<br />Caution: Intervene EARLY<br />Do NOT wait for the annual review<br />
  9. 9. Coaching: Simple 4-Step Process<br />Step 4: Follow-up<br />Step 3: Active Coaching<br />Step 1: effective coaching requires observation; goal is to identify strengths and weaknesses and their impact on behaviors and results<br />Step 2: coaching happens in conversations<br />Step 3: effective coaches offer ideas and advice in a way that subordinates can hear them, respond to them, and appreciate their value<br />Step 4: follow-up is critical to closing the loop<br />Step 2: Discussion<br />Step 1: Preparation<br />
  10. 10. Seven Guiding Principles<br />A leader is a coach and teacher versus a commander and controller.<br />Coaching is about standing in people’s greatness, not leadership lobotomies.<br />Coaching is about creating an Impossible Future versus filling leadership competency gaps.<br />Coaching is about creating a winning game plan versus fluffy mission statements.<br />A coach is a transformational agent, not a purveyor of transactional tips and techniques.<br />Coaches focus on the scoreboard, not pie in the sky.<br />The coaching relationship needs to be robust – like that of an NFL coach and quarterback.<br />
  11. 11. Employees Needing Coaching<br />Read the scenarios on pp. 4-5, Coaching & Mentoring<br />Answer the following two questions (in your mind):<br />Do you observe coaching opportunities like these?<br />Are you letting opportunities to improve performance through coaching slip by?<br />Make a list of people you currently deal with that would benefit from effective coaching.<br />Prioritize the list and identify the 3 greatest opportunities.<br />
  12. 12. Benefits of Mentoring<br />Develops human assets for the organization<br />“Human assets/intellectual capital is as critical as financial capital for success.” – Kraiger, 2002.<br />Provide source of innovation and value creation<br />Only remaining competitive advantage that can not be replicated<br />Helps transfer tacit knowledge<br />Aids in the retention of valued employees<br />Executives with a mentor (in a study) moved quicker, were better educated, and were happier with their career.<br />
  13. 13. Costs of Mentoring<br />Time and effort<br />Is this an effective tradeoff?<br />Time and effort planning, oversight, budget control, customer interaction, etc.<br />VS.<br />The listed benefits of mentoring<br />
  14. 14. Who Should Have a Mentor<br />Individuals that are new to the organization<br />Individuals in new unit or new role<br />Individuals who have moved up levels<br />Is “mentor-ready”<br />More career-oriented than job-oriented<br />Self-aware and can appreciate the need to learn<br />Eager to learn<br />Ambitious<br />Which of your employees are mentor ready?<br />Make a list.<br />

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