Coaching and Mentoring Yu Fu Email: [email protected]@heig-vd.ch.

Coaching and Mentoring

Yu Fu

Email: [email protected]

mailto:[email protected]

Learning objectives

• Recognise the differences between coaching and mentoring

• Explore the benefits of coaching and mentoring in organisations

• Link coaching and mentoring to sustainability of performance improvement

Organisational Behaviour 2 2

3

Coach

• A coach is trying to direct a person to an end result; the person may choose how to get there, but the coach is strategically assessing and monitoring the progress and giving advice for effectiveness and efficiency.

Organisational Behaviour 2

Coaching

• It targets high performance and improvement at work and usually focuses on specific skills and goals. The goals are typically set with or at the suggestion of the coach.

• The process typically lasts for a relatively short period.


5

Mentor

• A mentor facilitates career development and psycho-social development by providing a vehicle for accomplishing the development task.

• The mentor can give advice but the protégé is free to pick and choose what she or he does. The context does not have specific performance objectives.


6

Mentoring

• It relates primarily to the identification and nurturing of potential for the whole person. It can be a long-term relationship where the goals may change but are always set by the learner.


7

Mentoring


CareerSuccess

Satisfaction

An effective mentoring relationship is a learning opportunity for both parties

8

Coach or mentor?


9

Coach or mentor?


Activity 1

• In small groups:

• Please list the differences between coaching and mentoring.


11

Differences between Coaching & Mentoring

• Coaching is about results.

• The focus is on the role and skills needed.

• Facilitates learning of the individual towards an end result.


• Mentoring is relationship based.

• The focus is on the person and their career.

• Facilitates individual growth.

12

Differences between Mentor and Coach

• Mentor– Usually a more

senior person– Assists with career

guidance– Role model, guide– Often uses

coaching skills


• Coach– Goal Oriented– Encourages learning– Provides feedback

and suggestions– Builds a positive

environment

13

Differences between Coaching & Mentoring


Coaching Mentoring

Goals To correct, gets/suggests goal for the learner

To support and guide, work with leaner’s own goal

Key skills Give feedback on observed performance

Helping learner to discover their own wisdom

Initiative The coach The mentee

Focus Immediate situation, task and performance

Long-term, building capacity

Flow of learning

One-way Two-way

Roles Heavy on telling Heavy on listening

Coaching and mentoring

Coaching Mentoring

Goal commitment Relationship commitment

Performance now Future performance

Organisational’s needs Individual’s needs

https://www.youtube.com/watch?v=wTmILdzOxYw

https://www.youtube.com/watch?v=QqD8plYhEkw






15Organisational Behaviour 2

MentorMentor

Long-term

Short-term

Long-term

Short-term

Opening perspectives/ horizons

Skills/ competence

Opening perspectives/ horizons

Skills/ competence

CoachCoach

Coaching v Mentoring

16

Coaching and mentoring


TRADITIONALCOACHING

SPONSORSHIP MENTORING

EXECUTIVE/ DEVELOPMENTAL

COACHING

DEVELOPMENTAL MENTORING

Influence(Directive)

Influence(Non-directive)

PerformanceCareer and personal development

© Clutterbuck Associates

17

Sponsorship and developmental mentoring

• Sponsorship– Always senior to junior

– Power important than relationship

– Loyalty expected from junior partner

– Involve active promotion and intervention by sponsor


• Developmental– Experience gap more

important than hierarchy gap

– Power is ‘parked’

– Friendship and mutual supportiveness evolve

– Mentor helps mentee do things for self

Key roles of mentor


COUNSELLORNETWORKINGFACILITATOR

GUARDIANCOACH

COUNSELLORNETWORKINGFACILITATOR

GUARDIANCOACH

MENTORMENTOR


Learning Support

Career Management

Self-Reliance

Career counselling

Sounding board

“Bridging”

Catalyst

CollaboratingChallenging

Critical friend Guiding

Role modelling

COUNSELLORCOUNSELLOR(Passive)

COACHCOACH(Active)

GUARDIANGUARDIAN(Active)

NETWORKING NETWORKING FACILITATORFACILITATOR

(Passive)

Goal-setting Protecting

Making casual contacts Therapy

Listening Goals

Mentor Behaviours

Non-Mentor Behaviours

Goals

Mentor Behaviours

Non-Mentor Behaviours

Key roles of mentor

20

Benefits of mentoring

• New insurance agents with mentors:– Sell 20% more than those without– Are 13.5% more likely to survive the first year

• Professional workers with mentors earn between $5610 and $22,450 more than those who don’t


21

Benefits of mentoring: retention


With mentor Without mentor

Employees plan to change jobs within 12 months

16% 35%

Cost of losing/replacing a typical employee

$50,000

22

The most effective activities for developing managers

• In a study of 524 managers from 54 service organisations and 56 manufacturing companies, the three most beneficial activities for development were:– Clarity of roles, goals and expectations

– On-going performance measurement, feedback and coaching

– Mentoring from more senior managers


GROW Model of coaching

• Goals - agree on coaching aims

• Reality - what resources are available – both internally and externally, address real issues

• Options - identify and evaluate approaches available

• Wrap up – identify steps to reach goals with action plan


24

Coaching Involves:

• Focus on learning from improving the results of the job

• Approach - explore performance problem together, set up opportunities to try out new skills; adopt a model

• Ownership - shared

• Outcomes - goal directed, creative; initiative coachee behaviour


25

Coaching – six behavioural success factors:

• Role-modelling• Trustworthiness• Mutual respect• Communication• Experience• Praise


26

Mentoring - Three stage process

• Stage 1

• Stage 2

• Stage 3


• Exploration

• Enabling a new understanding to be reached

• Action planning


Mentoring Involves:

AlwaysAlways

Listening with empathy

Sharing experience & learning

Developing insight through reflection

Being a sounding board

Professional friendship

SometimesSometimes

Using coaching behaviours

Providing help and support

Challenging

Opening doors

NeverNever

Discipline

Performance management

Assessment for a third party

Supervision

Coaching and Mentoring Yu Fu Email: [email protected]@heig-vd.ch.

Documents

Transcript of Coaching and Mentoring Yu Fu Email: [email protected]@heig-vd.ch.