Coaching and Mentoring

MENTORING AND COACHING

Team DTeam ’A’ Glass Ceiling Effect Session#7 OB1 PGDM1A 9-11 August 15, 2009

1. Introduction to coaching2. Qualities 3. Types4. Introduction to mentoring5. Qualities6. Mentee7. Differences8. Relations9. Conclusion

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The coach is more of a tutor, observing your work and actions, providing comments on execution, and teaching skills which may be lacking.

Coach can come from many sources. A coach can be a colleague, a manager, or an

employee, and doesn't have to come from the same function or division in which you work.

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QUALITIES OF A GOOD COACH:

Method of guiding trainee as a coach.

Mutually agreed goals. Review performance. Suggest changes, if any. Effective coaching includes-• Good communication.• Motivation.• Coach acts as a model.• Responsible coach.• Recognition & reward.

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Advantages1. Learning by doing.2. It exists even when no

executive development programme exists.

3. Periodic evaluation.4. Useful in orientation of

new executives and in developing operative skills.

5. Close interaction between trainee and employee.

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Disadvantages1. Perpetuate current

managerial styles and practices.

2. Require superior to be a good teacher and guide.

3. Worries of daily routine.4. Sufficient time to make

mistakes and learn from experience.


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COACHING

CALL CENTRE

BUSINESS

SPORTS

HEALTH

PERSONAL

TRANSFORMATIIONALLIFE


For example,a coach may come from the company's personnel or training function.Some senior executive hire an outside consultant to act as their coach.It is critical in the coaching relationship for the coach to have opportunities to observe your work and for you to respect the coach and be open to feedback.

There is a widespread use of coaching in organisations(79%).Use of coaching as a development tool has seen rapid growth in recent years – 77% of respondents reported that their organisation’s use of coaching has increased in the last few years.

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The mentor acts as your counselor providing advice on career paths, development opportunities,an overview of what it takes to become a leader in the company.He is a senior manager, at least two levels above you in the organization.He must have broader experience in the company and the ability to place you into assignments that will help with your development.

For example, a publisher had a mentor when he first joined a large publishing company-Once a month, he had lunch with his mentor, a senior vice president in the company.He learned more about the publishing industry and how the company really worked at those lunches than he could have in years if he had to discover all of it by himself."

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MENTORING

WHY BE A GOOD MENTOR? Satisfaction in knowing you had an impact on

someone’s professional and personal development. Develops leadership skills and builds confidence. A link with “the younger generation”! Get a fresh perspective from your mentee. Recruit students and increase productivity. Help develop your professional network. Receive recognition from peers and superiors.

A critical element in the mentoring relationship is a mutual respect between you and your mentor.

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MENTORING

QUALITIES OF A GOOD MENTOR: A patient listener and eagle-eyed who Inspires trust Gives advice without dictating actions. Encourages independence yet offers support. Offers constructive criticism as well as compliments.

Open and honest.

A good role model through actions and words.

Willing to spend time, reach out, and share.

An effective intermediary.

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MENTORINGM

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MENTEE- An individual who has chosen or been assigned a mentor by their

organization

QUALITIES OF A GOOD MENTEE- Willing to be mentored Asks Questions Strives to give his/her best at all times Accepts criticism graciously Learns from mistakes Has courage to try new things Accepts responsibilities Open and honest Respectful and grateful Listens, watches, learns, grows


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“A mentor is like a tattoo, it stays with you forever.”

Q.WHY BE A GOOD MENTEE?

1. Have an ally to help you through many hurdles

2. Benefit from another persons experiences

3. Opens networks that would otherwise be closed

4. Life-long help with career advancement

5. Practice for being a good mentor


Slide in Scrap.ppt Mentor Coach Focus Individual Performance

Role Facilitator Specific agenda with no agenda Relationship Self selecting Comes with job Source Perceived value Position

of influence

Personal Affirmation Teamwork returns /learning /performance Arena Life Task related

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ITLE DIFFERENCE


Individual and management development can take place in many forms, some delivered by managers and some by internal or external coaches, or mentors.

Robert Dilts defines the different activities as follows: - Guiding: the process of directing an individual or a group along the

path leading from present state to a desired state Coaching: helping another person to improve awareness, to set

and achieve goals in order to improve a particular behavioural performance

Teaching: helping an individual or group develop cognitive skills and capabilities

Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’

Counselling: helping an individual to improve performance by resolving situations from the past.

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COMPARISON

Both mentoring and coaching must be viewed as long-term relationships -- a commitment of two years should be obtained before the relationship is established.

These two roles, whether performed by one person or two, are an essential ingredient in your career development.

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Coaching your employees will make you a better manager and a more valuable company employee, and can only help you in your own career development.

It is a part of new performance-led culture of employment rather than traditional employment model of job security

Both process & solution suiting our times.Effective mechanism for enabling an organisation to meet competitive pressures, plan for success & bring change.M

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CONCLUSION

When to consider coaching:

When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager

When a company has a number of talented employees who are not meeting expectations

When a company is introducing a new system or program When a company has a small group of individuals (5-8) in

need of increased competency in specific areas When a leader or executive needs assistance in acquiring a

new skill as an additional responsibility

When to consider mentoring:

When a company is seeking to develop its leaders or talent pool as part of succession planning

When a company seeks to develop its diverse employees to remove barriers that hinder their success

When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies

When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations

When a company wants to create a workforce that balances the professional and the personal


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THANK-YOU

Documents

Coaching and Mentoring