“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
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Coaching V. Mentoring
1. Coaching v. Mentoring:What’s the Difference? MGT 540 Coaching & Mentoring “If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change? “
2. Definition: Coaching Interactive process through which managers and supervisors aim to solve performance problems or develop employee capabilities Process relies on 3 components Example: Tiger Woods and Butch Harmon Technical Help Emotional Bond Individual Challenge Personal Support
3. Definition: Mentoring “…someone who helps someone else learn something that he or she would have learned less well, more slowly, or not at all if left alone.” – Chip Bell, author/consultant Mentoring helps develop tacit, or “sticky,” knowledge The scope of mentoring is vastly greater than coaching – coaching is a subset of mentoring Mentoring addresses the whole person and his or her career
5. Coaching Myths Myth: Coaching is for losers, a last-grasp effort before being shown the door. Reality: Coaching is for winners who seek to go to the next level. Myth: Coaching is about filling leadership behavior gaps. Reality: Coaching is about an Impossible Future and changing your life. Myth: Coaching is a separate leadership development activity. Reality: Coaching integrates leadership development and results.
6. Coaching Myths Myth: The coach is a process consultant who asks questions from a distant. Reality: The coach is like a sports coach on the playing field, doing whatever it takes to win. Myth: Coaching is an activity that happens in annual reviews. Reality: Coaching requires continuous, but not continual communication.
7. Benefits of Coaching Developing employees KSAs Overcoming performance problems Increasing productivity Creating promotable subordinates Improving retention Fostering a positive work culture
8. Coaching & Performance Appraisal PAs are great source for identifying coaching opportunities Correctable problems: jointly develop plan for eliminating them KSAs required: jointly identify areas for development to enhance career Caution: Intervene EARLY Do NOT wait for the annual review
9. Coaching: Simple 4-Step Process Step 4: Follow-up Step 3: Active Coaching Step 1: effective coaching requires observation; goal is to identify strengths and weaknesses and their impact on behaviors and results Step 2: coaching happens in conversations Step 3: effective coaches offer ideas and advice in a way that subordinates can hear them, respond to them, and appreciate their value Step 4: follow-up is critical to closing the loop Step 2: Discussion Step 1: Preparation
10. Seven Guiding Principles A leader is a coach and teacher versus a commander and controller. Coaching is about standing in people’s greatness, not leadership lobotomies. Coaching is about creating an Impossible Future versus filling leadership competency gaps. Coaching is about creating a winning game plan versus fluffy mission statements. A coach is a transformational agent, not a purveyor of transactional tips and techniques. Coaches focus on the scoreboard, not pie in the sky. The coaching relationship needs to be robust – like that of an NFL coach and quarterback.
11. Employees Needing Coaching Read the scenarios on pp. 4-5, Coaching & Mentoring Answer the following two questions (in your mind): Do you observe coaching opportunities like these? Are you letting opportunities to improve performance through coaching slip by? Make a list of people you currently deal with that would benefit from effective coaching. Prioritize the list and identify the 3 greatest opportunities.
12. Benefits of Mentoring Develops human assets for the organization “Human assets/intellectual capital is as critical as financial capital for success.” – Kraiger, 2002. Provide source of innovation and value creation Only remaining competitive advantage that can not be replicated Helps transfer tacit knowledge Aids in the retention of valued employees Executives with a mentor (in a study) moved quicker, were better educated, and were happier with their career.
13. Costs of Mentoring Time and effort Is this an effective tradeoff? Time and effort planning, oversight, budget control, customer interaction, etc. VS. The listed benefits of mentoring
14. Who Should Have a Mentor Individuals that are new to the organization Individuals in new unit or new role Individuals who have moved up levels Is “mentor-ready” More career-oriented than job-oriented Self-aware and can appreciate the need to learn Eager to learn Ambitious Which of your employees are mentor ready? Make a list.
