coaching and mentoring in house material)

8/7/2019 coaching and mentoring in house material)

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Compiled by S.A.Shanthi

Coaching and mentoring, whether on an executive level or for

overall staff, are increasingly being recognised as important in

employee development. It is acknowledged by senior managementin many organisations that their company will thrive if they offer

some form of coaching and mentoring to their staff.

We are particularly aware at how much this trend for coaching and

mentoring has grown in the UK, as this is where most of our clients

are based.

We work with companies who automatically assign a mentor to

new employees, some who leave it up to the employee to seek out

a coach for themselves, some who don't or won't see the advantage

of having coaches for their people and just about everything in

between.

Fortunately, many more companies are giving their people anunderstanding of the benefits of coaching and mentoring, of which

there are many, and more people are training and acquiring

qualifications in coaching and mentoring than ever before.

Trends followed ..


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ing CONDITIONS FOR EMPLOYEE DEVELOPMENT

For helping an employee to grow and develop in any Organisation, it is

necessary to understand the conditions associated with development. The

following are some such conditions.

1) The individual should be interested in developing himself

2) The individual should know the areas of his potential

development

3) The individual should make a clear choice about the direction

in which he would like to grow and develop

4) He should be able to identify opportunities for development

within and outside

the organisation

5) He should identify mechanisms of using these opportunities

and get the support he needs from his superiors and theorganisation.

6) He should make efforts to develop

7) He should take outside help to periodically review his

progress

8) A positive emotional and professional climate should becreated in the work place for the employee to progress and


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Coaching is

"a process that enables learning anddevelopment to occur and thus

performance to improve. To be asuccessful a Coach requires aknowledge and understanding ofprocess as well as the variety of

styles, skills and techniques that areappropriate to the context in whichthe coaching takes place"


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Mentoring is...

"off-line help by one person to

another in making significant

transitions in knowledge, work orthinking"


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What are Coaching and

Mentoring?( contd)

Both coaching and mentoring areprocesses that enable both individual andcorporate clients to achieve their fullpotential.

Coaching and mentoring share manysimilarities so it makes sense to outlinethe common things coaches and mentorsdo whether the services are offered in apaid (professional) or unpaid(philanthropic) role.


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Facilitate the exploration of needs, motivations, desires,skills and thought processes to assist the individual inmaking real, lasting change.

Use questioning techniques to facilitate client's own

thought processes in order to identify solutions and actionsrather than takes a wholly directive approach

Support the client in setting appropriate goals and methodsof assessing progress in relation to these goals

Observe, listen and ask questions to understand the client'ssituation

Creatively apply tools and techniques which may includeone-to-one training, facilitating, counselling & networking.

Encourage a commitment to action and the development oflasting personal growth & change.


Mentoring?

( contd)


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Maintain unconditional positive regard for the client, which meansthat the coach is at all times supportive and non-judgemental of theclient, their views, lifestyle and aspirations.

Ensure that clients develop personal competencies and do not developunhealthy dependencies on the coaching or mentoring relationship.

Evaluate the outcomes of the process, using objective measureswherever possible to ensure the relationship is successful and theclient is achieving their personal goals.

Encourage clients to continually improve competencies and todevelop new developmental alliances where necessary to achievetheir goals.

Work within their area of personal competence.

Possess qualifications and experience in the areas that skills-transfercoaching is offered.

Manage the relationship to ensure the client receives the appropriatelevel of service and that programmes are neither too short, nor toolong.


Mentoring?

( contd)


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THE PROCESS OF COACHING


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Coaching is given by one who is senior tothe person, receiving the helpincompetence, knowledge, psychologicalexpertise, or in the hierarchical position in anorganisation. There are three main processes

involved in coachingcommunication,influencing and helping. The coachessentially communicates with the employee.


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Communication involves receiving messages(listening), giving messages (responding), and givingfeedback. The person who provides coaching does allthe three things. Coaching also involves influencing the

counsellee in several ways. The manager cannot denythe fact that he is influencing his employee in such away that the latter is able to move in some direction.However, this influence is of a special that is, enablingthe other person to exercise more autonomy, providingpositive reinforcement so that desirable behaviour is

further strengthened, and creating conditions in whichthe person is able to learn from the behaviour of thecoach through the process of identification. The thirdelement in the process, i.e., helping, also functions in asimilar way. It involves three different elements.Firstly, helping behaviour is based on the concern andempathy the coach has for his counselee.


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Secondly, it is also based onthe mutuality of relationship;the counselee responds asmuch to the coachs needs asthe latter does to the formers.Finally, helping primarily

involves identification ofdevelopmental needs of thecounselee so that he may be

able to develop and increasehis effectiveness.


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Mentoring


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There are two main phases inmentoring process:

dependenceand

inter-dependence, although counter-dependence may in some cases be anintermediary phase between the two.During dependence phase admirationfor the mentor is followed byidentification with him, followed byapproval (getting guidance andchecking alternative action ideas).


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The inter-dependence phase is characterised bytrust-building and mutuality when the mentor andthe protege may begin to collaborate and provide

emotional support to each other, If the mentor isexperienced as overwhelming and overpowering,counter-dependence may develop before inter-dependence. The protg may reject the mentorand may develop his own independence. Search of

ones own identity may later lead to appreciationof the mentors role and relationship, leading tointer-dependence. Several well-known persons inthe west having famous mentors passedthrough the counter-dependence phase, and somecould not make much progress to inter-dependence.


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Mentoring process is quite similar to the

counselling process. The dynamics of the

phases discussed with counselling are also

applicable to mentoring. The ultimate goal of both counselling and mentoring is to

help an employee attain psychological

maturity and effectiveness. 6 6


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The difference between

coaching and mentoring As can be seen above, there are many similarities between

coaching and mentoring! Mentoring, particularly in its traditionalsense, enables an individual to follow in the path of an older andwiser colleague who can pass on knowledge, experience andopen doors to otherwise out-of-reach opportunities. Coaching on

the other hand is not generally performed on the basis that thecoach has direct experience of their clients formal occupationalrole unless the coaching is specific and skills focused.

Having said this, there are professionals offering their servicesunder the name of mentoring who have no direct experience oftheir clients' roles and others offering services under the name ofcoaching who do. So the moral of the story is, it is essential to

determine what your needs are and to ensure that the coach ormentor can supply you with the type and level of service yourequire, whatever that service is called.


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Types of coaching and

mentoring Business coaching & mentoring

Executive Coaching & Mentoring

Performance Coaching and

mentoring

Skills coaching & mentoring

Personal coaching & mentoring

O i i l d l h b h b b d i i i


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Organisational development, changes brought about by mergers and acquisitions as

well as the need to provide key employees with support through a change of role or

career are often catalysts, which inspire companies to seek coaching or mentoring.

At one time coaching and mentoring were reserved for senior managers and company

directors, now it is available to all as a professional or personal development tool.

Coaching and mentoring are also closely linked with organisational change initiativesin order to help staff to accept and adapt to changes in a manner consistent with their

personal values and goals.

Coaching & mentoring, both of which focus on the individual, can enhance morale,

motivation and productivity and reduce staff turnover as individuals feel valued and

connected with both small and large organisational changes. This role may be provided

by internal coaches or mentors and, increasingly, by professional coaching agencies.Coaching and mentoring programmes generally prove to be popular amongst

employees as coaching achieves a balance between fulfilling organisational goals and

objectives whilst taking into account the personal development needs of individual

employees. It is a two-way relationship with both the organisation and the employee

gaining significant benefits.

There is also an increasing trend for individuals to take greater responsibility fortheir personal & professional development and even those who are employed in large

organisations are no longer relying on employers to provide them with all or their

career development needs. There has been an increase in the number of individuals

contracting coaches and mentors on a private basis. Some are looking for a career

change, but many are also seeking to maximise their potential with an existing

employer or achieve greater balance with their work and home lives.Bu

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Executive Coaching &

Mentoring Work exclusively with the high-flyers or

with those who have potential to be a high

flyer Work at board or CEO level within high

profile or blue-chip organisations

Offer total confidentiality

Work with potential 'captains of industry'

and high profile business leaders


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Performance Coaching and

mentoring

Many coaching clients will seek coaching or mentoring forperformance enhancement rather than the rectification of aperformance issue. Coaching & mentoring have been shown

to be highly successful intervention in these cases. When anorganisation is paying premium rates for developmentservices, performance is usually the key pay-back they arelooking for. Even if an executive or manager receivessupport in balancing work and home life, it will be with theaim of increasing their effectiveness and productivity atwork and not for more altruistic reasons.

Performance coaching derives its theoretical underpinningsand models from business and sports psychology as well asgeneral management approaches.


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Skills coaching & mentoring

Skills coaching has some commonalities with one-to-one training. Skillscoaches & mentors combine a holistic approach to personal developmentwith the ability to focus on the core skills an employee needs to perform intheir role. Skills coaches & mentors should be highly experienced andcompetent in performing the skills they teach.

Job roles are changing at an ever increasing rate. Traditional trainingprogrammes are often too inflexible or generic to deal with these fastmoving requirements. In these instances one-to-one skills coaching allowsa flexible, adaptive just-in-time approach to skills development. It is alsopossible to apply skills coaching in live environments rather than takingpeople away from the job into a classroom where it is less easy tosimulate the job environment.

Skills coaching programmes are tailored specifically to the individual,

their knowledge, experience, maturity and ambitions and is generallyfocused on achieving a number of objectives for both the individual andthe company. These objectives often include the individual being able toperform specific, well-defined tasks whilst taking in to account thepersonal and career development needs of the individual.


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Personal coaching &

mentoring Personal or life coaching is growing significantly in the UK, Europe and

Australia. Personal coaches may work face-to-face but email andtelephone based relationships are also very common. These coaches andmentors operate in highly supportive roles to those who wish to makesome form of significant change happen within their lives.

Coaches offer their clients a supportive and motivating environment toexplore what they want in life and how they might achieve theiraspirations and fulfil their needs. By assisting the client in committing toaction and by being a sounding-board to their experiences, coachingallows the individual the personal space and support they need to grow anddevelop. The coach's key role is often is assisting the client to maintain themotivation and commitment needed to achieve their goals.

In many cases personal coaching is differentiated from business coachingpurely by the context and the focus of the programme. Business coachingis always conducted within the constraints placed on the individual orgroup by the organisational context. Personal coaching on the other handis taken entirely from the individual's perspective.


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Coaching Vs Therapy

The key difference between coaching and the therapies is thatcoaching does not seek to resolve the deeper underlying issuesthat are the cause of serious problems like poor motivation, lowself-esteem and poor job performance. Coaching and mentoringprogrammes are generally more concerned with the practical

issues of setting goals and achieving results within specific time-scales.

Coaching and mentoring is generally commenced on thepremise that clients are self-aware and whole and haveselected coaching or mentoring because they do not require atherapeutic intervention. It is possible for someone who hasunderlying issues to experience success within a coaching

context even if the underlying issues are not resolved. If,however, a client becomes stuck and the coaching ormentoring programme is not achieving desired results, then apsychological or therapeutic intervention may be necessary forthe client to move forward and achieve their goals.


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Coaching and mentoring is generally commenced on thepremise that clients are self-aware and whole and haveselected coaching or mentoring because they do notrequire a therapeutic intervention. It is possible forsomeone who has underlying issues to experience successwithin a coaching context even if the underlying issuesare not resolved. If, however, a client becomes stuckand the coaching or mentoring programme is notachieving desired results, then a psychological ortherapeutic intervention may be necessary for the client tomove forward and achieve their goals.

Coaching Vs Therapy


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Professional coaches & mentors do, however,stay ever alert to the possibility that a client mayhave or may develop issues or problems forwhich coaching or mentoring on its own, is notsufficient.

Client progress is always monitored and coachesand mentors watch for signs which may indicatethat a client requires an assessment by a trainedtherapist. Some coaches will on-refer a client to

an appropriate therapist if this is felt to beuseful. Other coaches will conduct a coachingprogramme in parallel with a therapeuticintervention.

Coaching Vs Therapy


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Summary

Performance coaching is important as it helps theemployees to realise their potentials, knowingtheir weaknesses and to grow and develop. Thereare few conditions associated with these

developments and also for effective coaching.The process of coaching involvescommunication, influencing and helping andthere are also phases of coaching. Mentoring isthe process where a person (the mentor) provides

support, training and guidance to a lessexperienced person. It involves two phases i.e.dependence and interdependence.

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coaching and mentoring in house material)