Principles of Coaching Mentoring

7/31/2019 Principles of Coaching Mentoring

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Coaching is an interactive process through which managers

and supervisors aim to solve performance problems or

develop employee capabilities. The process relies on

collaboration and is based on three components: technical

help, personal support, and individual challenge.


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Mentoring constitutes a one-to-one informal and supportive

partnership between a more experienced person and a new

colleague. (Warwick University)

It is a process where one person (the mentor) offers help,

guidance, advice and support to facilitate learning or development

of another person (the protg) or facilitates Capacity Building.


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Coaching Mentoring

Key Goals

Initiative for Mentoring

Volunteerism

Focus

To correct inappropriate

behavior, improve performance,

and impart skills that the

employee needs to accept new

responsibilities.

The coach directs the learning

and instruction.

Though the subordinates

agreement to accept coaching

is essential, it is not necessarilyvoluntary.

Immediate problems and

learning opportunities.

To support and guide personal

growth of the protg.

The mentored person is in

charge of his or her learning.

Both mentor and protg

participate as volunteers.

Long-term personal career

development.


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Coaching Mentoring

Roles

Duration

Relationship

Heavy on telling with

appropriate feedback.

Usually concentrates on short-

term needs. Administeredintermittently on an as-needed

basis.

The coach is the coachees

boss.

Heavy on listening, providing a

role model, and making

suggestions and connections.

Long-term.

The mentor is seldom the

protg boss. Most experts

insist that the mentor not be inthe other persons chain of

command.


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The Need for Mentors to explore their own Philosophy of

Mentoring by asking themselves a series of questions:

Why do I want to mentor others? In other words, whats in it for me?

What is the protgs role in setting the tone of the relationship?

What do I expect from the protg in this relationships?


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An Executive derives Power from 2 main sources during

competitive situations, i.e., from competence (technical skill,

education, experience, and management) and from confidence

(interpersonal skills, personality, character, and spirit).

Confidence is best used in situations where you have close

contact with other people in direct supervision, face-to-face

competition, or negotiation.


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Executive coaches, in general, follow one of two approaches.

The first, which we will call diagnosis and development, is

the traditional approach. It has strong roots in psychology, is

deeper in its method, but takes longer to deliver.

The other, calledprescriptive, has more in common which the

everyday coaching that managers give to their subordinates. It

is faster and more direct. Each has its advantage.


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Approach has four basic components: Diagnosis, Self-

awareness, a Development Plan, and Plan Implementation.

Diagnosis.The consultant coach attempts to identify the executivesproblem and its dimensions. This is done through direct observation,

but also through indirect means, such as psychology personality

assessment. In some cases, the coach will seek 360 degree feedback,

a method that systematically collects information about the clients

behavior and performance from people who interact with that person.

The goal is to determine what it is like working for or with the client,

and to identify strengths and weakness.


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Self-awareness. Once an assessment has been made,

the coach meets the client often off site to share

what he or she has learned, both good and bad. The

executive is brought facetoface with his strengths

and weaknesses.

The goal of this exercise is self-awareness on the part

of the executive.


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The prescriptive approach is the alternative to diagnosis and

development coaching.

Coaches who follow this method do not spend nearly as much

time on the lengthy and expensive diagnostic phase.

Instead, they shadow their clients and prescribe new ways of

acting as they observe the executive in action.


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Be very clear about what coaching is and is not and be equally

clear about when coaching is appropriate or not.

Organizational roles are blurring but it is clear that an excellent

leader and motivator of others must also be a good coach.

Sometimes people need a therapist, a mentor or a teacher and

think that a coach can fulfill those roles - these are not coaching

relationships.

Know when to manage and when to coach - a coach is not a

thinking partner.


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Before coaching others or offering coaching to a team, have the

experience of being coached yourself so you know what it

means.

Be compassionate about how difficult change is - it's really,

really difficult no matter how small or large the change.

When you can see what they "need", shine the light back on

yourself and ask yourself how easy it would be to change that

habit.

Trust in your abilities to ask good questions - often the person

you coach has experience and wisdom and just needs a

conversation to have a breakthrough.

Be open to being coached by people in your work unit - consult

more.

Listen more and longer and be willing to be surprised.


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Bring all of yourself to work - you free others to do the same.

Engage in real conversations and attend to the conversations

not occurring - people long to have meaningful conversations

instead of the sterile transactions and exchanges that are part of

today's workplaces.


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Management psychologist Don Grayson and consultant Kerry

Larson have described Six Common Pitfalls that prevent

coaches from reaping the full benefits of executive coaching.

They are:

1. Failure to commit.

2. Unrealistic expectations.

3. Defensiveness.

4. Playing a passive role

5. Playing it safe

6. Failing to involve others.


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Mentoring involves a journey into the unknown and into unfamiliar ways of

being and doing; we may have to confront our fear of failure and,

paradoxically, our fear of success; we may have to cast aside long held

beliefs about who we are and what we are capable of.

Thus to create and then sustain change in the face of the many forces

which may pull us back, a powerfully motivating context is necessary.

That context is Purpose.

Dr M H M Munro Turner.


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Copyright 2006. Dr M H M Munro Turner.


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- Martin Luther King Jr.


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Competence on the other hand, can be

used in situations where there is an

organizational or geographical distance

between parties. A reputation for great

competence inspires awe in our associates

and our competitors. When combined with

appropriate confidence, competence is

difficult to overcome even at a distance.

But, between two executives of equal

competence, the one with greater

confidence will win.


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If you try to defeat enemies with

competence alone, you will fail in

the tactics as often you succeed. If

you try to defeat your enemies

with confidence alone, they will

eventually expose your

weakness.

Musashis Classics

- Donald G. Krause


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Linkage Incorporated (a consulting group) asked a number of

companies to list the top leadership development challenges they

expect to face in the years ahead. Following are some of the issues

they identifies:

Globalization

Improving productivity

Competitive pressures

Customer focus

Rapid growth

Focus on corporate vision

Entrance into new markets

Postmerger intergration

Strategic partnerships

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Principles of Coaching Mentoring