Mentoring Vs. Coaching

1. Running head: MENTORING AND COACHING 1
Mentoring and Coaching
Isela Resendis
AET/560
June 15, 2015
Dr. Charity Jennings

2. MENTORING AND COACHING 2
Mentoring and Coaching
Mentoring and Coaching are two different concepts when refers to guide and shift
responsibilities. These two concepts do not have the same type of working relationship, but share
common organizational goals when it comes to learn new things differently and when it is
necessary to stretch out performance.
Specific Examples:
Coaching: A top leader from an educational program decides to talk to his employees
about finding alternatives and ideas together. With the help of his workers
he evaluate a plan of action to create better performance. Together they
all discussed about how to make possible changes to achieve better task
improvements.
Mentoring: A professor from a teaching mentoring program at Fresno University
agrees to provide some academic guidance and teaching suggestion to a
couple of students going into a teaching educational field. The
participants understand their commitment in exercising teaching practices
and understand the importance to identify and meet goal together in a
timeline period.
Coaching/Employee Retention: A health program is going through budget deficit
leading to cut back few hours. Employees are certainly not happy, especially thinking
that this situation could it be fix and prevented. They believe that they were not trained
correctly since day one, which somehow their lack of performance affected the company’s
production. They felt that their ideas were not supported or evaluated by their leaders, and their

3. MENTORING AND COACHING 3
job results whether doing an excellent job or poor job were never questioned or assess my
managers.
Feedback: As a Coach every employee needs to have the opportunity to flourish, and engage
new task ideas, considering the help, direction and support of the managers. It is significant to
build positive commitment between managers and employees to successfully shift
responsibilities and evaluate ideas about doing things differently.
Mentoring/realignment: A local Day care program decides to make some radical changes in
their program. The lack of communication between staff and managers was causing negative
attitudes affecting other employees and their clients. Other managers analyzed the situations and
decided to offer some assistance and look for possible solutions.
As Mentor, I will allow managers and staff have the opportunity to share and listen to new
suggestions and directions during the first training section.
Monitoring Future Behaviors: After that, each training session will consist in using practical
strategies to monitor and observe present behaviors among employees. At the end of last training
section, employees will be required to track their progress helping other co-workers with a
particular job task at least once a week to measure continuous communication improvements.
All employees will be able to understand the importance of building up positive relationship
among them, which will reveals true meaning about going toward a mutually beneficial
relationship

4. MENTORING AND COACHING 4
Examples of Coaching Cycle process:
Measure
Define Improve or Eliminate
Analyze Action
Evaluate
Analyze
Develop
Feedback
Reward
Routine Cue

5. MENTORING AND COACHING 5
Reference
Parsloe, J. (2013, September). The Coaching and Mentoring network: Retrieved from
http://www.coachingnetwork.org.uk/information-portal/Article/ViewArticle.asp?artld=54
Reitman, A., & Ramirez, S. (2014, August 08). Mentoring Versus Coaching. Retrieved from
http://www.td.org/Publications/Blog/Human-Capital-Blog/2014/08/Mentoring-versus-
Coaching