GROUP I Ms. Liza T.

Dela Cruz
BSM IV Instructor
Coaching and mentoring use the same skills and
approach but coaching is short term task-based
and mentoring is a longer term relationship.
Coach is a person who gives personalized
training that will improve the learner’s skills,
knowledge and technique.
Although a mentor is similar to a coach; except that
a mentor teaches more by example; by role-
modeling; by demonstrating the skills that the
learner can then emulate.

“To be a coach and a mentor

is a privilege and honor.”
Coaching and mentoring processes

Robert Dilts defines the different activities as follows:

Guiding
Process of directing an individual or a group
along the path leading from present state to a
desired state
Coaching
Helping another person to improve
awareness, to set and achieve goals in order to
improve a particular behavioural performance
Coaching and mentoring processes

Teaching
Helping an individual or group develop cognitive
skills and capabilities
Mentoring
Helping to shape an individual’s beliefs and
values in a positive way; often a longer term
career relationship from someone who has ‘done
it before’
Counselling
Helping an individual to improve performance by
resolving situations from the past.
The difference can be summarized as:

"A coach has some great

questions for your answers;
a mentor has some great
answers for your questions."
 MENTORING  COACHING

 Mentoring  Coaching
revolves more revolves more
around around specific
developing the development
mentee areas/issues.
professional's Focus is
career. Focus is generally on
on career and development or
personal issues at work.
development.
 MENTORING  COACHING

 Mentor is usually  Coaching is

more experienced generally not
and qualified than performed on the
the ‘mentee’. Often basis that the coach
a senior person in needs to have
the organisation direct experience
who can pass on of their client’s
knowledge, formal occupational
experience and role, unless the
open doors to coaching is specific
otherwise out-of- and skills-focused
reach
opportunities.
 MENTORING  COACHING
 is development driven.  is performance driven.
Its purpose is to develop
The purpose of coaching is
the individual not only for
to improve the individual's
the current job, but also
performance on the job.
for the future. This
This involves either
distinction differentiates
enhancing current skills or
the role of the immediate
acquiring new skills. Once
manager and that of the
the coachee successfully
mentor. It also reduces
acquires the skills, the
the possibility of creating
coach is no longer
conflict between the
needed.
employee's manager and
the mentor.
 MENTORING
 is relationship oriented.
It seeks to provide a safe
environment where the
mentoree shares whatever
issues affect his or her
professional and personal
success. Although specific
learning goals or competencies
may be used as a basis for
creating the relationship, its
focus goes beyond these areas
to include things, such as
work/life balance, self-
confidence, self-perception,
and how the personal
influences the professional.
 COACHING
 is task oriented.
The focus is on concrete
issues, such as managing
more effectively, speaking
more articulately, and
learning how to think
strategically. This requires
a content expert (coach)
who is capable of
teaching the coachee how
to develop these skills.
 MENTORING
 is always long term.
Mentoring, to be
successful, requires time
in which both partners
can learn about one
another and build a
climate of trust that
creates an environment in
which the mentoree can
feel secure in sharing the
real issues that impact his
or her success. Successful
mentoring relationships
last nine months to a year.
 COACHING
 is short term.
A coach can successfully
be involved with a
coachee for a short
period of time, maybe
even just a few sessions.
The coaching lasts for as
long as is needed,
depending on the
purpose of the coaching
relationship.
 MENTORING  COACHING
 requires a design  does not necessarily
phase in order to require a design. Coaching
can be conducted almost
determine the strategic immediately on any given
purpose for mentoring, topic. If a company seeks to
the focus areas of the provide coaching to a large
relationship, the group of individuals, then
specific mentoring certainly an amount of design
is involved in order to
models, and the determine the competency
specific components area, expertise needed, and
that will guide the assessment tools used, but
relationship, especially this does not necessarily
the matching process. require a long lead-time to
actually implement the
coaching program.
 MENTORING
 In mentoring, the
immediate manager is
indirectly involved.
Although she or he may offer
suggestions to the employee on
how to best use the mentoring
experience or may provide a
recommendation to the
matching committee on what
would constitute a good
match, the manager has no
link to the mentor and they do
not communicate at all during
the mentoring relationship. This
helps maintain the mentoring
relationship's integrity.
 COACHING
 The coachee's immediate
manager is a critical
partner in coaching.
She or he often provides
the coach with feedback
on areas in which his or
her employee is in need
of coaching. This coach
uses this information to
guide the coaching
process
 https://www.brefigroup.co.uk/coaching/coa
ching_and_mentoring.html

 https://www.alprograms.com/coaching-and-
mentoring-training-course