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Mentoring, Coaching Mentoring, Coaching & Buddy System & Buddy System Understanding Understanding Mentoring & Mentoring & Coaching Coaching

Mentoring, Coaching & Buddy System

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Mentoring, Coaching & Buddy System. Understanding Mentoring & Coaching. Origin of the word Mentor. It has originated from Greek mythology Odysseus who was fighting the Torjan war had appointed “mentor”, who was his friend to groom his son ‘Telemachas’ into a future king and warrior. - PowerPoint PPT Presentation

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Page 1: Mentoring, Coaching  & Buddy System

Mentoring, Coaching Mentoring, Coaching & Buddy System& Buddy System

Understanding Understanding Mentoring & CoachingMentoring & Coaching

Page 2: Mentoring, Coaching  & Buddy System

Origin of the word MentorOrigin of the word Mentor

It has originated from Greek mythology Odysseus who was fighting the Torjan war

had appointed “mentor”, who was his friend to groom his son ‘Telemachas’ into a future king and warrior.

Page 3: Mentoring, Coaching  & Buddy System

Role Definition ...Role Definition ...

careersuccess

satisfaction

Page 4: Mentoring, Coaching  & Buddy System

What is Mentoring is all about?What is Mentoring is all about?

The mentoring partnership is an agreement between two people sharing experiences and expertise to help with personal and professional growth.

Page 5: Mentoring, Coaching  & Buddy System

“ “Mentoring is …”?Mentoring is …”?

an unstructured association between an experienced person and one less experienced that assists the junior person in extracting more value from experience

“mentor” >>> an experienced, thoughtful, caring person who passes on lessons of experience to someone less experienced

Page 6: Mentoring, Coaching  & Buddy System

RELATIONSHIP BETWEEN A RELATIONSHIP BETWEEN A MENTOR AND A PROTEGEMENTOR AND A PROTEGE

PHASE DEFINITION TURNINGPOINT

INITIATIONINITIATION Six month to a year Fantasies become concrete expectation

CULTIVATIONCULTIVATION Period of two to five years Opportunities and relationship becomes more meaningful .

SEPERATIONSEPERATION - Significant change in the relationship

- Emotional experience in the relationship

Wants to put learning into practice

RE-RE-DEFINITIONDEFINITION

In definite period after the separation

Stresses of separation diminish and new relationships are formed

Page 7: Mentoring, Coaching  & Buddy System

Why mentoring?Why mentoring?

full opportunity to access the exciting and fulfilling career spectrum available

more informed decisions

more confidence in decisions made

fewer catastrophic mistakes

Page 8: Mentoring, Coaching  & Buddy System

What Does It Take to Be a What Does It Take to Be a Mentor?Mentor?

Desire

Time

Reality check

Individual career development plan

Page 9: Mentoring, Coaching  & Buddy System

FUNCTIONS OF A MENTORFUNCTIONS OF A MENTOR

Coaching Role modeling Counseling Friendship Exposure and visibility

Page 10: Mentoring, Coaching  & Buddy System

What Does the Mentor Get Out of It?What Does the Mentor Get Out of It?

Pass on successes

Practice interpersonal & management skills

Become recognized

Expand their horizons

Gain more than the protege does

Page 11: Mentoring, Coaching  & Buddy System

Mentor in the Corporate WorldMentor in the Corporate World

It is a relationship where an experienced person assists the junior level employees to become potential managers of tomorrow

The mentor also facilitates career development and psycho-social development by providing a vehicle for accomplishing the development task

Page 12: Mentoring, Coaching  & Buddy System

What Are the Protege’s What Are the Protege’s Responsibilities?Responsibilities?

Willing to learn

Able to accept feedback

Willing to “stretch”

Able to identify goals

Page 13: Mentoring, Coaching  & Buddy System

What Does the Protege Get Out of It?What Does the Protege Get Out of It?

Listening ear Valuable direction Gaps filled in Doors opened Different perspective

Page 14: Mentoring, Coaching  & Buddy System

An approach to management - how one carries out the role of being a

manager. Is a set of skills for managing employee

performance to deliver resultsIs a person to person technique – takes

place informally

Page 15: Mentoring, Coaching  & Buddy System

To develop individual knowledge, skills & attitudes

Is a skill of facilitating the learning, the development & performance of

another person

Page 16: Mentoring, Coaching  & Buddy System

Your Aims as a Coach Your Aims as a Coach – A directive approach– A directive approach

Provide guidance on how to carry out specific tasks – towards learning

Help people become aware of how well they are doing and what they need to learn

Use whatever situations arise as learning opportunities

Page 17: Mentoring, Coaching  & Buddy System

The Coaching SequenceThe Coaching Sequence

Identify areas of knowledge, skills or capabilities where learning needs to take place

Ensure that the person accepts the need to learn Discuss with the person what needs to be learnt &

the best way to undertake learning Get the person to manage their own learning Provide encouragement & advice Provide specific guidance when required Agree how progress should be monitored &

reviewed

Page 18: Mentoring, Coaching  & Buddy System

The GROW ModelThe GROW Model

G – Goals = agree on coaching aims R – Reality = address real issues O – Options = identify & evaluate

approaches available W – Will = help person to work out how

learning will be applied

Page 19: Mentoring, Coaching  & Buddy System

MENTORING, COACHING MENTORING, COACHING & BUDDY SYSTEM& BUDDY SYSTEM

Highlighting their Salient Features & Differences

Page 20: Mentoring, Coaching  & Buddy System

Relationship to LearnerRelationship to Learner

MENTORMENTOR COACHCOACH BUDDYBUDDY

Private, Individual

Private or Public Individual or Group

Partly Private but some aspects can be Public. E.g. paper work

Page 21: Mentoring, Coaching  & Buddy System

Relationship to Learner’s Relationship to Learner’s ManagerManager

MENTORMENTOR COACHCOACH BUDDYBUDDY

Line Manager cannot be the mentor

The line manager can be the coach

Line manager normally appoints B. from amongst his / her own team

Page 22: Mentoring, Coaching  & Buddy System

Contact with LearnerContact with Learner

MENTORMENTOR COACHCOACH BUDDYBUDDY

Intermittent, medium to long term.

Can be very short term as well as medium to long term

Short term & frequent during induction period. May take considerable time.

Page 23: Mentoring, Coaching  & Buddy System

Main AgendaMain Agenda

MENTORMENTOR COACHCOACH BUDDYBUDDY

Context within which Learner’s work is done i.e. help person plan & decide the future

Content of work to improve job performance

Build confidence of learner, e.g. know their way around, who does what

Page 24: Mentoring, Coaching  & Buddy System

ProximityProximity

MENTORMENTOR COACHCOACH BUDDYBUDDY

Need not always involve face to face contact

Difficult to achieve without face to face contact.

Must be face to face, the two people should ideally work in close proximity

Page 25: Mentoring, Coaching  & Buddy System

OutcomesOutcomes

MENTORMENTOR COACHCOACH BUDDYBUDDY

Persons better prepared to progress their own Development & Career

Improved job performance

Person has completed induction successfully

Page 26: Mentoring, Coaching  & Buddy System

Choose two very different approaches that a Choose two very different approaches that a manager could use for the following scenarios. manager could use for the following scenarios. Indicate which approach you would use:Indicate which approach you would use:

Staff telephone bills are too expensive for the second month in row and you mentioned it last month.

Michael is not being proactive about his new assignment. You believe that he should be doing better regarding his attitude and his productivity.

You need to address the fact that a department continuously submits incorrect paper work to your office.

Page 27: Mentoring, Coaching  & Buddy System

THANK YOUTHANK YOU