The document distinguishes between coaching and mentoring, defining coaching as a focused, interactive process aimed at solving performance issues, while mentoring is broader, emphasizing overall career development. It addresses common myths about coaching, highlighting its role in professional development and performance appraisal, and outlines a four-step coaching process. Additionally, it discusses the significant benefits of mentoring for organizations, such as retaining talent and fostering innovation, along with criteria for identifying mentor-ready employees.

1. Coaching v. Mentoring:What’s the Difference?MGT 540Coaching & Mentoring“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? “

2. Definition: CoachingInteractive process through which managers and supervisors aim to solve performance problems or develop employee capabilitiesProcess relies on 3 componentsExample: Tiger Woods and Butch Harmon Technical HelpEmotionalBondIndividual ChallengePersonalSupport

3. Definition: Mentoring“…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/consultantMentoring helps develop tacit, or “sticky,” knowledgeThe scope of mentoring is vastly greater than coaching – coaching is a subset of mentoringMentoring addresses the whole person and his or her career

4. Key DifferencesSee examples: Coaching & Mentoring, pp. 78-80

5. Coaching MythsMyth: Coaching is for losers, a last-grasp effort before being shown the door.Reality: Coaching is for winners who seek to go to the next level.Myth: Coaching is about filling leadership behavior gaps.Reality: Coaching is about an Impossible Future and changing your life.Myth: Coaching is a separate leadership development activity.Reality: Coaching integrates leadership development and results.

6. Coaching MythsMyth: The coach is a process consultant who asks questions from a distant.Reality: The coach is like a sports coach on the playing field, doing whatever it takes to win.Myth: Coaching is an activity that happens in annual reviews.Reality: Coaching requires continuous, but not continual communication.

7. Benefits of CoachingDeveloping employees KSAsOvercoming performance problemsIncreasing productivityCreating promotable subordinatesImproving retentionFostering a positive work culture

8. Coaching & Performance AppraisalPAs are great source for identifying coaching opportunitiesCorrectable problems: jointly develop plan for eliminating themKSAs required: jointly identify areas for development to enhance careerCaution: Intervene EARLYDo NOT wait for the annual review

9. Coaching: Simple 4-Step ProcessStep 4: Follow-upStep 3: Active CoachingStep 1: effective coaching requires observation; goal is to identify strengths and weaknesses and their impact on behaviors and resultsStep 2: coaching happens in conversationsStep 3: effective coaches offer ideas and advice in a way that subordinates can hear them, respond to them, and appreciate their valueStep 4: follow-up is critical to closing the loopStep 2: DiscussionStep 1: Preparation

10. Seven Guiding PrinciplesA leader is a coach and teacher versus a commander and controller.Coaching is about standing in people’s greatness, not leadership lobotomies.Coaching is about creating an Impossible Future versus filling leadership competency gaps.Coaching is about creating a winning game plan versus fluffy mission statements.A coach is a transformational agent, not a purveyor of transactional tips and techniques.Coaches focus on the scoreboard, not pie in the sky.The coaching relationship needs to be robust – like that of an NFL coach and quarterback.

11. Employees Needing CoachingRead the scenarios on pp. 4-5, Coaching & MentoringAnswer the following two questions (in your mind):Do you observe coaching opportunities like these?Are you letting opportunities to improve performance through coaching slip by?Make a list of people you currently deal with that would benefit from effective coaching.Prioritize the list and identify the 3 greatest opportunities.

12. Benefits of MentoringDevelops human assets for the organization“Human assets/intellectual capital is as critical as financial capital for success.” – Kraiger, 2002.Provide source of innovation and value creationOnly remaining competitive advantage that can not be replicatedHelps transfer tacit knowledgeAids in the retention of valued employeesExecutives with a mentor (in a study) moved quicker, were better educated, and were happier with their career.

13. Costs of MentoringTime and effortIs this an effective tradeoff?Time and effort planning, oversight, budget control, customer interaction, etc.VS.The listed benefits of mentoring

14. Who Should Have a MentorIndividuals that are new to the organizationIndividuals in new unit or new roleIndividuals who have moved up levelsIs “mentor-ready”More career-oriented than job-orientedSelf-aware and can appreciate the need to learnEager to learnAmbitiousWhich of your employees are mentor ready?Make a list.