Trends followed ..

Coaching and mentoring

Coaching and mentoring, whether on an executive level or for overall staff, are increasingly being recognised as important in employee development. It is acknowledged by senior management in many organisations that their company will thrive if they offer some form of coaching and mentoring to their staff. We are particularly aware at how much this trend for coaching and mentoring has grown in the UK, as this is where most of our clients are based. We work with companies who automatically assign a mentor to new employees, some who leave it up to the employee to seek out a coach for themselves, some who don't or won't see the advantage of having coaches for their people and just about everything in between. Fortunately, many more companies are giving their people an understanding of the benefits of coaching and mentoring, of which there are many, and more people are training and acquiring qualifications in coaching and mentoring than ever before.
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Coaching and mentoring

CONDITIONS FOR EMPLOYEE DEVELOPMENT

For helping an employee to grow and develop in any Organisation, it is necessary to understand the conditions associated with development. The following are some such conditions.

1) The individual should be interested in developing himself 2) The individual should know the areas of his potential development 3) The individual should make a clear choice about the direction in which he would like to grow and develop 4) He should be able to identify opportunities for development within and outside the organisation 5) He should identify mechanisms of using these opportunities and get the support he needs from his superiors and the organisation. 6) He should make efforts to develop 7) He should take outside help to periodically review his progress 8) A positive emotional and professional climate should be created in the work placeby S.A.Shanthi Compiled for the employee to progress and review himself.

Coaching and mentoring

Coaching and mentoring can be both formal and informal. In this issue we discuss, in general, their place in management. To quote the words one of our interviewees from this issue,

Mentoring is making sure that the employee you think most deserving gets a fish.
Coaching is teaching an employee the fundamentals of fishing and hoping that he or she catches enough fish to sustain their appetite.

Coaching and mentoring require different skill sets. They are two different specializations.
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Coaching and mentoring

A coach is an educator, a consultant and a counselor. The goal is to have employees improve on their performance. The performance of a protg depends on motivation. The motivation factor can be either monetary or psychosocial. Monetary benefits are compensation and incentives. They definitely motivate the protg but do not add to their skill set. Psychosocial benefits directly work on skill set. An improved skill set boosts their confidence which comes from self-actualization.

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Coaching and mentoring

Conventional mentoring of individuals is developing and helping with the political placement that allows an individual to show his/her stuff and get him/herself schooled with guidance, that is often more about circumventing political obstacles than acquisition of performance skills. Many of the worlds most admired corporations, from GE to Goldman Sachs, invest in coaching. In fact, the US corporations spend roughly $1 bn on coaching. Research says that every dollar spent on coaching is like planting a seed which grows into a tree that bears an abundance of fruits. It has been observed that the culture in organizations, where coaching and mentoring are given importance, is more rewarding and less abusive.

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Coaching and mentoring are expensive at present. US leads the spending, while emerging markets are fast catching up. In the near future, emerging markets too may have their own breed of world renowned coaches who may help bring down the current coaching expenditure. The hype behind this phenomenon overlooks certain negative aspects. For example, all coaches may not be worth their value. Their inexperience may spell more harm than benefits to the company. So choosing the right coach from a crop of available coaches is a daunting exercise which is to be done with utmost care. Mentoring also has its shortcomings. It has been observed that mentoring practices particularly lead to interorganizational political power blocks. This may prove detrimental to the performance of the Compiled by S.A.Shanthi company.

Coaching and mentoring

Coaching and mentoring

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Coaching and mentoring

Coaching is
"a process that enables learning and development to occur and thus performance to improve. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place"
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Coaching and mentoring

Mentoring is...
"off-line help by one person to another in making significant transitions in knowledge, work or thinking"

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Coaching and mentoring

processes that enable both individual and corporate clients to achieve their full potential. Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role.
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What are Coaching and Mentoring? Both coaching and mentoring are ( contd)

Coaching and mentoring

Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change. Use questioning techniques to facilitate client's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach Support the client in setting appropriate goals and methods of assessing progress in relation to these goals Observe, listen and ask questions to understand the client's situation Creatively apply tools and techniques which may include one-to-one training, facilitating, counselling & networking. Encourage a commitment to action and the development of lasting personal growth & change.
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What are Coaching and Mentoring? ( contd)

Coaching and mentoring

What are Coaching and Mentoring? ( contd)

Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgemental of the client, their views, lifestyle and aspirations. Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship. Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals. Encourage clients to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals. Work within their area of personal competence. Possess qualifications and experience in the areas that skills-transfer coaching is offered. Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long.

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THE PROCESS OF COACHING

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Coaching and mentoring

Coaching is given by one who is senior to the person, receiving the helpin competence, knowledge, psychological expertise, or in the hierarchical position in an organisation. There are three main processes involved in coaching communication, influencing and helping. The coach essentially communicates with the employee.
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Coaching and mentoring

Communication involves receiving messages (listening), giving messages (responding), and giving feedback. The person who provides coaching does all the three things. Coaching also involves influencing the counsellee in several ways. The manager cannot deny the fact that he is influencing his employee in such a way that the latter is able to move in some direction. However, this influence is of a special that is, enabling the other person to exercise more autonomy, providing positive reinforcement so that desirable behaviour is further strengthened, and creating conditions in which the person is able to learn from the behaviour of the coach through the process of identification. The third element in the process, i.e., helping, also functions in a similar way. It involves three different elements. Firstly, helping behaviour is based on the concern and empathy the coach has for his counselee.
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Coaching and mentoring

Secondly, it is also based on the mutuality of relationship; the counselee responds as much to the coachs needs as the latter does to the formers. Finally, helping primarily involves identification of developmental needs of the counselee so that he may be able to develop and increase his effectiveness.

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Coaching and mentoring

Mentoring

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Coaching and mentoring

There are two main phases in mentoring process: dependence and inter-dependence, although counterdependence may in some cases be an intermediary phase between the two. During dependence phase admiration for the mentor is followed by identification with him, followed by approval (getting guidance and checking alternative action ideas).
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The inter-dependence phase is characterized by trust-building and mutuality when the mentor and the protg may begin to collaborate and provide emotional support to each other, If the mentor is experienced as overwhelming and overpowering, counterdependence may develop before interdependence. The protg may reject the mentor and may develop his own independence. Search of ones own identity may later lead to appreciation of the mentors role and relationship, leading to interdependence. Several well-known persons in the west having famous mentors passed through the counter-dependence phase, and some could not make much progress to interdependence.
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Coaching and mentoring

Mentoring process is quite similar to the counselling process. The dynamics of the phases discussed with counselling are also applicable to mentoring. The ultimate goal of both counselling and mentoring is to help an employee attain psychological maturity and effectiveness.

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The difference between coaching and mentoring

As can be seen above, there are many similarities between coaching and mentoring! Mentoring, particularly in its traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities. Coaching on the other hand is not generally performed on the basis that the coach has direct experience of their clients formal occupational role unless the coaching is specific and skills focused. Having said this, there are professionals offering their services under the name of mentoring who have no direct experience of their clients' roles and others offering services under the name of coaching who do. So the moral of the story is, it is essential to determine what your needs are and to ensure that the coach or mentor can supply you with the type and level of service you require, whatever that service is called.

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The difference between coaching and mentoring

Coaching is seen as the process whereby an individual is formally partnered with a professional for the purpose of achieving a specific personal or professional goal. In contrast mentoring is amore organic relationship that naturally develops between a mentor and the protg with the overall purpose of sharing wisdom and navigating life, across persona; and professional contexts. Coaching relationships generally have a predetermined span of duration (often once in year) while mentoring relationships may last for many years as the partners in the relationship grow in their interaction

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Types of coaching and mentoring

Business coaching & mentoring Executive Coaching & Mentoring Performance Coaching and mentoring Skills coaching & mentoring Personal coaching & mentoring
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Business coaching & mentoring

Organisational development, changes brought about by mergers and acquisitions as well as the need to provide key employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or mentoring. At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as a professional or personal development tool. Coaching and mentoring are also closely linked with organisational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals. Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organisational changes. This role may be provided by internal coaches or mentors and, increasingly, by professional coaching agencies. Coaching and mentoring programmes generally prove to be popular amongst employees as coaching achieves a balance between fulfilling organisational goals and objectives whilst taking into account the personal development needs of individual employees. It is a two-way relationship with both the organisation and the employee gaining significant benefits. There is also an increasing trend for individuals to take greater responsibility for their personal & professional development and even those who are employed in large organisations are no longer relying on employers to provide them with all or their career development needs. There has been an increase in the number of individuals contracting coaches and mentors on a private basis. Some are looking for a career change, but many are also seeking to maximise their potential with an existing Compiled by S.A.Shanthi employer or achieve greater balance with their work and home lives.

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Executive Coaching & Mentoring

Work exclusively with the high-flyers or with those who have potential to be a high flyer Work at board or CEO level within high profile or blue-chip organisations Offer total confidentiality Work with potential 'captains of industry' and high profile business leaders
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Performance Coaching and mentoring

Many coaching clients will seek coaching or mentoring for performance enhancement rather than the rectification of a performance issue. Coaching & mentoring have been shown to be highly successful intervention in these cases. When an organisation is paying premium rates for development services, performance is usually the key pay-back they are looking for. Even if an executive or manager receives support in balancing work and home life, it will be with the aim of increasing their effectiveness and productivity at work and not for more altruistic reasons. Performance coaching derives its theoretical underpinnings and models from business and sports psychology as well as general management approaches.

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Skills coaching & mentoring

Skills coaching has some commonalities with one-to-one training. Skills coaches & mentors combine a holistic approach to personal development with the ability to focus on the core skills an employee needs to perform in their role. Skills coaches & mentors should be highly experienced and competent in performing the skills they teach. Job roles are changing at an ever increasing rate. Traditional training programmes are often too inflexible or generic to deal with these fast moving requirements. In these instances one-to-one skills coaching allows a flexible, adaptive just-in-time approach to skills development. It is also possible to apply skills coaching in live environments rather than taking people away from the job into a classroom where it is less easy to simulate the job environment. Skills coaching programmes are tailored specifically to the individual, their knowledge, experience, maturity and ambitions and is generally focused on achieving a number of objectives for both the individual and the company. These objectives often include the individual being able to perform specific, well-defined tasks whilst taking in to account the personal and career development needs of the individual.

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Personal coaching & mentoring

Personal or life coaching is growing significantly in the UK, Europe and Australia. Personal coaches may work face-to-face but email and telephone based relationships are also very common. These coaches and mentors operate in highly supportive roles to those who wish to make some form of significant change happen within their lives. Coaches offer their clients a supportive and motivating environment to explore what they want in life and how they might achieve their aspirations and fulfil their needs. By assisting the client in committing to action and by being a sounding-board to their experiences, coaching allows the individual the personal space and support they need to grow and develop. The coach's key role is often is assisting the client to maintain the motivation and commitment needed to achieve their goals. In many cases personal coaching is differentiated from business coaching purely by the context and the focus of the programme. Business coaching is always conducted within the constraints placed on the individual or group by the organisational context. Personal coaching on the other hand is taken entirely from the individual's perspective.

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Coaching Vs Therapy
The key difference between coaching and the therapies is that coaching does not seek to resolve the deeper underlying issues that are the cause of serious problems like poor motivation, low self-esteem and poor job performance. Coaching and mentoring programmes are generally more concerned with the practical issues of setting goals and achieving results within specific timescales. Coaching and mentoring is generally commenced on the premise that clients are self-aware and whole and have selected coaching or mentoring because they do not require a therapeutic intervention. It is possible for someone who has underlying issues to experience success within a coaching context even if the underlying issues are not resolved. If, however, a client becomes stuck and the coaching or mentoring programme is not achieving desired results, then a psychological or therapeutic intervention may be necessary for the client to move forward and achieve their goals.
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Coaching and mentoring

Coaching Vs Therapy
Coaching and mentoring is generally commenced on the premise that clients are self-aware and whole and have selected coaching or mentoring because they do not require a therapeutic intervention. It is possible for someone who has underlying issues to experience success within a coaching context even if the underlying issues are not resolved. If, however, a client becomes stuck and the coaching or mentoring programme is not achieving desired results, then a psychological or therapeutic intervention may be necessary for the client to move forward and achieve their goals.

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Coaching Vs Therapy
Professional coaches & mentors do, however, stay ever alert to the possibility that a client may have or may develop issues or problems for which coaching or mentoring on its own, is not sufficient. Client progress is always monitored and coaches and mentors watch for signs which may indicate that a client requires an assessment by a trained therapist. Some coaches will on-refer a client to an appropriate therapist if this is felt to be useful. Other coaches will conduct a coaching programme in parallel with a therapeutic intervention.
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Summary
Performance coaching is important as it helps the employees to realise their potentials, knowing their weaknesses and to grow and develop. There are few conditions associated with these developments and also for effective coaching. The process of coaching involves communication, influencing and helping and there are also phases of coaching. Mentoring is the process where a person (the mentor) provides support, training and guidance to a less experienced person. It involves two phases i.e. dependence and interdependence.
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Summary
Both types of relationship are powerful developmental catalyst for the support and advancement of talent. In a world that has moved to work that is increasingly more and more based on relationship management and the strength of interpersonal communication and connection , mentoring and coaching are both tools that enable individuals to strengthen those important skills. Though both mentoring and coaching , individuals have opportunity to identify and hone skills that are critical to effective development.

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