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COACHING AND MENTORING

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by Steve Cashmore on 6 February 2014

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Transcript of COACHING AND MENTORING

THE END
COACHING AND MENTORING ILM 5 CERTIFICATE IN LEADERSHIP AND MANAGEMENT
UNDERSTANDING THE PRINCIPLES AND PRACTICE OF EFFECTIVE MANAGMENT COACHING AND MENTORING
COACHING DEFINITIONS
“Coaching is about performing at your best through the private assistance of someone who will challenge, stimulate and guide you to keep growing” (O’Donovan – Noble Manhattan Life Coaching)

“Coaching encourages the deletion of “want to be” and helps you replace it with “am” (M.Duffy, International Institute of Coaching)

“A coach is someone who tells you what you don’t want to hear, who shows you what you don’t want to see, so you can be who you have always known you could be” (T.Landry, Football Coach)

METHODS OF COACHING
MENTORING
Mentoring – the primary difference between mentoring and coaching is that mentoring imparts experience/information/skills whilst coaching draws out existing knowledge from the client

Benefits of Mentoring to the Individual
Mentoring benefits to the individual:
Fast-track learning and development
Clearer understanding of career goals
Wider network of influence
Increased confidence and awareness
Increased sense of value to the company

hwgta
TRAINING OUTCOMES
Define what coaching and mentoring are
Identify the differences between coaching and mentoring
Detect the barriers which prevent coaching and mentoring success
Use training and mentoring models
Practice coaching and mentoring people
Understand the skills and values needed
State how to evaluate the results of coaching and mentoring

COACHING AND MENTORING


Coaching Mentoring
Holistic vision Occupational focus
Motivation/Inspiration Example/strategic development
Mid-term effects Long term results
Random relationship Paired relationship
Individual focus Paired focus
Non-directive Directed by mentor’s guidance
Gaining insight Sharing experience/knowledge
Coach not expert Mentor has skills/insight
Client is the agenda Partnership provides agenda
Arranged meetings Ad-hoc get-togethers

SIMILARITIES BETWEEN COACHING AND MENTORING
Both enable clients to reach their full potential
Both help clients set and reach specific goals
Both watch, listen and ask questions to understand the client’s situation
Both encourage the client to take action and plan effectively
Both offer unconditional support to the client
Both offer one-to-one specialised attention

COACHING STATISTICS


ECI Source November 2001 MetrixGlobal conducted a case study of ROI on executive coaching. They identified:
529% return on investment
788% ROI when staff retention included
10:1 ROI at a conservative level

Of 250 companies surveyed by the ILM:
95% believed coaching was of great benefit to the company
96% believed it was of great benefit to the individual

COACHING RESULTS
Clients set better goals
Clients take more action
Clients make better decisions
Clients gain more insight
Clients increase their motivation
Clients use more natural abilities
Clients explore their full potential

THREE CORE PRINCIPLES
Self awareness
Self belief
Responsibility

The coach will always be looking to achieve these three points in every transaction

THE COACH MAY BE A
Supporter
Motivator
Listener
Challenger
Celebrator
Friend
Empowerer
Acknowledger

Using the above definitions think of people in your life/organisation for whom you are/have been a coach

COACHING IS ABOUT CONVERSATIONS
Questioning: “What are your goals?” “What matters most?” “What’s the first step?”
Challenging: “You just said you don’t care what anybody thinks about you but now you’re saying….”
Listening: Focus, no judgement, no opinions, listen between the lines and to NVCs
Encouraging: “I can see your strengths are really coming through in this project, such as..(specifics)”

A COACHING CONTRACT IS NEEDED
Agree purpose or goal of the coaching
Agree number of sessions
Agree the length of each session
Agree confidentiality
Agree level of support
Agree how feedback will be given
Agree coaching method

OSKAR cont.
AFFIRM AND ACTION
– What’s already going well?
What’s the next small step?
You are at number x now, what would it take to get you to number z?
REVIEW
– What’s better?
What did you do that made the changes happen?
What effects have the changes had?
What do you think will change next?

The GROW(TH) model
The OSKAR model
The Coaching Skills Model
The “Inner Game”

COACHING
Using the GROWTH model, in pairs role-play a person who is terrified of heights being coached.
Then change round and role-play a person who wants to earn twice as much money as he/she is now

As well as asking the GROWTH points remember to explore the answers the person gives you. Ask questions like “Why?” and “How does that feel?” and “Tell me more about that?”
As coach take your time, don’t rush and if you think more needs to be said then challenge the person to explain more

OSKAR
The OSKAR model is based on solutions rather than problems –
Finding out what works and doing more of it
Stopping what doesn’t work and finding alternatives
Problems are still discussed but only to point to positive outcomes

Outcome
Scaling
Know-How and Resources
Affirm and Action
Review

OSKAR CONTINUED
OUTCOME
– What is the aim of the coaching today?
SCALING
– if 1 is terrible and 10 is perfect, where would you rate the situation today?
What have you done right to get to this number so far?
How would you know you had got to number x?
KNOW-HOW AND RESOURCES
– What helps you perform at number x rather than a lower number?
When does what you want to achieve happen for you even a little bit?
What did you do to make that happen? And how?

Fill out a Wheel of Life and take turns to coach on any particular issue you have at this time
"Inner Game" coaching
“There is always an inner game being played in your mind no matter what outer game you are playing. How you play this game usually makes the difference between success and failure” (Tim Gallwey)

Potential – Interference = Performance

Po – I = Pe

The inner conversation comes from Self1 directed to Self2. If we occupy Self1 with good feelings/thoughts then Self2 which is the genuine potential, performs without interference

MENTORING COMPARISON
What Is Mentoring?
A personal development relationship
A more knowledgeable person helps a less knowledgeable
An on-going relationship of learning, dialogue and challenge
The person receiving the mentoring is known as:
The protégé
The apprentice
The mentee

5 Methods of Mentoring
Accompanying - Caring, learning side by side
Sowing - Preparing the protege by sowing seeds
Catalysing - Provoking a new identity, new style of
thinking, re-ordering of values
Showing - Setting an example
Harvesting - "picking the ripe fruit", releasing the
mentee to function in a new role/way

Barriers to Mentoring
Lack of understanding of mentoring’s value in the organisation
Low prioritisation of mentoring in organisation
Misunderstanding of what mentoring is
Lack of skills, time and commitment from the mentor
Inadequate preparation and planning
Conflict between mentor and mentee
Missing “teachable moments” by mentor’s lack of awareness

the Mentor's Responsibility to Manage the Relationship
Set appropriate boundaries and contracts
Agree on levels of confidentiality
Provide the highest quality of mentoring possible
State how success from the mentoring will be evaluated

A mentoring contract is necessary to maintain all of the above points

See the mentoring contract hand-out

Mentoring Benefits to the Company...
Huge impact upon retaining staff (one study found loss of graduates was cut by 70% through a mentoring programme)
Effective succession planning
Management of change more easily negotiated
Higher job engagement
Increased job satisfaction
Increased productivity

Famous Mentoring Relationships
Mentor and the son of Odysseus
Bill Shankley and Kevin Keegan
Brian Close and Ian Botham

"Anyone can be a mentor if you have something to pass on and the skills, time and commitment to do it" (Clutterbuck)


Mentoring must take into account the needs of the protégé:
What knowledge does the protégé have?
What capacity for development?
What is the goal of the mentoring?
Why does the person what to be mentored?
What are the chief motivating factors?
Who has proposed the mentoring?

Consider the characteristics of a mentor and a mentee – what is needed in both for the process to work?

French and Ravens 5 Bases of Power
Coercive power – threats to make people act
Reward power – promotion, raises, respect
Legitimate power – “I’m your boss/mother so just do it”
Expert power – doctors, dentists, lawyers
Referent power – people give you power because you are charming, caring, assertive, achieving etc..

The skilful mentor has “Referent Power”

How to evaluate coaching and mentoring:
Level 1 - Enjoyment - direct feedback
Level 2 - Learning - observation/testing
Level 3 - Behaviour - change over time
Level 4 - KPIs met and exceeded
Level 5 - ROI - seeing business-wide improvement, traceable to the training
Kirkpatrick/Phillips Model of Evaluation (1959/2007)
Training Outcomes
Define what coaching and mentoring
Identify the differences between coaching and mentoring
Detect the barriers which prevent coaching and mentoring success
Use training and mentoring models
Practice coaching and mentoring people
Understand the skills and values needed
State how to evaluate the results of coaching and mentoring

Coaching and Mentoring
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