Coaching and mentoring March 2013

Coaching and mentoring

by Toronto Training and HR

March 2013

Contents3-4 Introduction to Toronto Training and HR5-6 Qualities of great coaches7-9 Are you suited to being a coach? 10-11 Framework for an effective coaching session12-13 A coaching style of leadership14-16 Common coaching mistakes17-18 GAPS analysis19-20 Coaching for HR professionals21-24 Building a long-term coaching relationship25-27 Performance-based coaching28-29 Drill30-33 The role of mentors34-36 A mentor partnership agreement37-39 Reverse mentoring40-41 Marketing your mentoring program42-43 Transformational leadership and mentoring 44-46 Ensuring a corporate mentoring program is effective47-49 The value of mentoring50-51 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time and improving levels of employee engagementServices for job seekers

Qualities of great coaches

Qualities of great coaches• Have a spirit of generosity • See the best in others• Have high self-esteem • Are emotionally mature• Are interpersonally

courageous• Have uncommon

compassion• Are lifelong learners• Are strong enough to bend• Have an accepting nature• Have a perpetual

optimistic bias

Are you suited to being a coach?

Are you suited to being a coach? 1 of 2• People already come to

you for guidance• You have empathy and

connect easily with others

• You naturally ask people many questions to discover their perspective

• You emphasize relationships and results in appropriate balance

• You love learning about what makes high-performing people tick

Are you suited to being a coach? 2 of 2• People tell you that you

are positive and see new possibilities

• You are good at thinking on your feet and improvising

• You have no problem being on equal footing with successful, ambitious people

• You get frustrated by one-time training programs

• You genuinely care about helping people improve

Framework for an effective coaching

session

Framework for an effective coaching session

• Checking-in• Looking back• Continuous learning• Making progress• Building energy• Current issues• Being helpful• Diving in• Advancing action• Planning to reconnect

A coaching style of leadership

A coaching style of leadership• Link your intentions to

your strategic priorities• Communicate and stand

by a vision for coaching• Invest, measure and

evaluate• Focus on coaching as a

leadership style• Experiment and adapt• Keep an open mind

Common coaching mistakes

Common coaching mistakes 1 of 2• Trying to be a great coach• Working too hard• Not saying what needs to

be said• Neglecting to ask the

person being coached how you can be most helpful

• Assuming the person being coached is a challenge to overcome or a problem to be fixed

Common coaching mistakes 2 of 2• Talking too much• Owning the outcome• Giving well-meaning

advice• Steering the conversation

towards the oath you know is best

• Finishing without a commitment

GAPS analysis

GAPS analysis• What coaching is• What coaching isn’t• Assessing effectiveness• GAPS• Feedback• Questions• Silence• The GROW model

Coaching for HR professionals

Coaching for HR professionals• Skill benefits• Barriers• Listening• Asking questions that

lead to opportunity• Focus on the outcome

and not the stories of the employee

Building a long-term coaching relationship

Building a long-term coaching relationship 1 of 3

• Have great expectations for the person being coached

• Accept nothing less than their very best efforts during the coaching process

• Help them broaden their world-view by constantly challenging their thinking and sharing alternate perspectives


• Coach to their values, beliefs and aspirations encouraging them to set their own personal standards of performance

• Help them discover or rediscover the parts of themselves that are most unique and most treasured

• Always treat them with dignity and respect especially when they are not at their best


• Recognize and celebrate every breakthrough and victory no matter how small

• Always work at their most fertile growing edge

• Be generous with your kindness and empathy when they struggle with the emotions, self-doubt and uncertainty of learning and development

• Tell them things other will not

Performance-based coaching

Performance-based coaching 1 of 2

SMALL, FREQUENT PRACTICE• Learners write down the tasks

they plan to do to apply what they have learned and the time frame for execution-the act of writing it down creates a sense of empowerment and suppresses resistance to change

• A coach facilitates periodic conference calls or meetings every few weeks so learners can share the tasks they have created for themselves

Performance-based coaching 2 of 2

SMALL, FREQUENT PRACTICE• Learners write down what they learn as a consequence of executing their tasks• In review sessions takeaways are discussed, ideas are shared and new tasks are developed that leverage the takeaways• This collaboration fuels interest and passion to raise each person’s level of performance so the group travels the road to greatness together

The role of mentors

The role of mentors 1 of 3 • Teacher• Guide• Counsellor• Friend• Advisor• Role model

The role of mentors 2 of 3 • May not be all of the

roles at the same time• May not be all of the

roles for a particular relationship

• Role is usually determined by the relationship and the needs of the protégé/mentee

• To develop a trusted relationship

• To understand that the relationship is two way

The role of mentors 3 of 3 • Both will learn from the

experience• Maintain confidentiality• Socratic style of

teaching• Develop their critical

thinking skills

A mentor partnership agreement


1 of 2AGREEMENT ELEMENTS• Well-defined goals• Work plan for learning

activities and tools used• Success criteria and

measurement• Positive relationship and

harmony ground rules• Boundaries and barriers• Resolving stumbling

blocks• Accountability and

review of mentoring partnership progress


2 of 2ACCOUNTABILITY REVIEW• Hold regularly

scheduled sessions• Come prepared to

sessions with any assignments completed

• Clear up miscommunications and confusions

• Do check-ins to ensure learning objectives are still on track

• Regular feedback which is two-way

Reverse mentoring

Reverse mentoring 1 of 2• Unequal status of

partners• Knowledge sharing with

the mentee focused on learning

• Emphasis on professional and leadership skill development of mentors

• Commitment to the shared goal of support and mutual learning

Reverse mentoring 2 of 2• Comparisons to

traditional mentoring• Relationship

characteristics• Outcomes• Key antecedents

Marketing your mentoring program

Marketing your mentoring program

• Announce the program from the top down

• Hold a couple of short information sessions

• Use testimonials and success stories to communicate benefits

• Make the application process straightforward

Transformational leadership and

mentoring

Transformational leadership and mentoring

• Individualized consideration

• Idealized influence• Inspirational motivation• Intellectual stimulation

Ensuring a corporate mentoring program is

effective

Ensuring a corporate mentoring program is effective

1 of 2• Pilot mentoring programs, collect feedback and adjust the program accordingly

• Have specific objectives-think about these in the initiation phase

• Get buy-in from senior management

• Face to face mentoring requires more resources and effort from employees too

Ensuring a corporate mentoring

program is effective 2 of 2• Online mentoring can help when employees are spread across the globe and when resources are limited

• Invest in mentoring software

The value of mentoring

The value of mentoring 1 of 2 • Stronger corporate

culture – a mentoring culture

• Better positioned to attract and retain – “we support and maintain a mentoring culture”

• Employees with mentors make more money, are better socialized into the organization and are more productive

The value of mentoring 2 of 2 • Employees experience

less stress, and get promoted quicker

• Organization sees increased employee engagement and productivity

• Positive work culture – a mentoring culture

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Coaching and mentoring March 2013

Business

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