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? “

Definition: Coaching

Interactive process through which managers and supervisors aim to solve performance problems or develop employee capabilities Process relies on 3 components Example: Tiger Woods and Butch

Harmon Technical Help

Individual Challenge

PersonalSupport

Emotional

Bond

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/consultant Mentoring helps develop tacit, or “sticky,”

knowledge The scope of mentoring is vastly greater than

coaching – coaching is a subset of mentoring Mentoring addresses the whole person and

his or her career

Key DifferencesCoaching Mentoring

Key Goals To correct inappropriate behavior, improve performance, and impart skills

To support and guide personal growth

Initiative for Mentoring

The coach directs the learning

The protégé is in charge of the learning

Volunteerism

Volunteering not necessary (although agreement to participate is essential)

Mentor and protégé both volunteer

Focus Immediate problems and opportunities

Long-term personal career development

Roles Heavy on telling, with appropriate feedback

Heavy on listening, role modeling, making suggestions, and connecting

Duration Short-term and as-needed Long-term

Relationship

Coach is often the boss Mentor is rarely the boss.See examples: Coaching & Mentoring, pp. 78-80

Coaching Myths

Myth: 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.

Coaching Myths

Myth: 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.

Benefits of Coaching

Developing employees KSAs Overcoming performance problems Increasing productivity Creating promotable subordinates Improving retention Fostering a positive work culture

Coaching & Performance Appraisal

PAs are great source for identifying coaching opportunities Correctable problems: jointly develop

plan for eliminating them KSAs required: jointly identify areas for

development to enhance career Caution: Intervene EARLY

Do NOT wait for the annual review

Coaching: Simple 4-Step Process

Step 1: Preparation

Step 2: Discussion

Step 3: Active Coaching

Step 4: Follow-up

Step 1: effective coaching requires observation; goal is to identify strengths and weaknesses and their impact on behaviors and results

Step 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 value

Step 4: follow-up is critical to closing the loop

Seven Guiding Principles

1. A leader is a coach and teacher versus a commander and controller.

2. Coaching is about standing in people’s greatness, not leadership lobotomies.

3. Coaching is about creating an Impossible Future versus filling leadership competency gaps.

4. Coaching is about creating a winning game plan versus fluffy mission statements.

5. A coach is a transformational agent, not a purveyor of transactional tips and techniques.

6. Coaches focus on the scoreboard, not pie in the sky.

7. The coaching relationship needs to be robust – like that of an NFL coach and quarterback.

Employees Needing Coaching Read the scenarios on pp. 4-5, Coaching &

Mentoring Answer 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.

Benefits of Mentoring

Develops 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 creation Only remaining competitive advantage that can

not be replicated Helps transfer tacit knowledge Aids in the retention of valued employees

Executives with a mentor (in a study) moved quicker, were better educated, and were happier with their career.

Costs of Mentoring

Time and effort Is this an effective tradeoff?

Time and effort planning, oversight, budget control, customer interaction, etc.

VS. The listed benefits of mentoring

Who Should Have a Mentor

Individuals that are new to the organization Individuals in new unit or new role Individuals who have moved up levels Is “mentor-ready”

More career-oriented than job-oriented Self-aware and can appreciate the need to learn Eager to learn Ambitious

Which of your employees are mentor ready? Make a list.