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An Introduction to Mentoring & Coaching

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Qiao Gao

on 29 May 2012

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Transcript of An Introduction to Mentoring & Coaching

If I was a Mentee/Coachee An Introduction to Mentoring and Coaching POINTS OF INSTITUTE LIGHT Most people, I assume, will ask these simple but important questions.... What? What is mentoring or coaching? How exactly do they work? Are they the same? Why? Why are we considering using them? Are they helpful to me or my work? Who? Who can be my potential partner? Which role can I play? How? How will the program run? What? Coaching is…

A process that enables learning and development to occur and thus performance to improve. To be a successful 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.

Coaching in a business environment is a training method in which a more experienced or skilled individual provides an employee with advice and guidance intended to help develop the individual’s skills, performance and career.

Extending traditional training methods to include focus on (1) an individual's needs and accomplishments, (2) close observation, and (3) impartial and non-judgmental feedback on performance. Mentoring is...

A career development method whereby less experienced employees are matched with more experienced colleagues for guidance either through formal or informal programs. The mentor is responsible for providing support to, and feedback on, the mentee. Mentor - a wise and trusted teacher or counselor Define Coaching and Mentoring What do you think? Formal mentoring programs are typically established within an organization, where a mentor is assigned to a mentee. Informal mentoring relationships more often develop through work relationships as potential mentors and mentees get to know each other either in the organization or through a professional group outside the workplace. How they work? Are they the same? 1. Let us start with a video. Please think about these questions when watching the video:

What did you observe?

What questions were asked? Are they different?

Which method has the biggest impact?

Are coaching and mentoring the same? Why? Why? How? Who? Why are we considering using them? 1. Internal needs 2. Literature and research What's in it for ... YOU as Mentor / Coach Mentee / Coachee • Fulfillment and satisfaction of helping others.

• Making a difference to the profession and organization.

• “Payback” for the support received from others in the past.

• Help in developing creative and independent thinking.

• Practice leadership skills and prepare for higher responsibilities. • Increased confidence.

• Greater awareness of organizational politics and culture.

• Appreciation and effective use of networking.

• Proactive approaches to tasks and projects.

• Improved organizational performance.

• Expanded effective communication skills. Organization 1) Opportunity for individual training and professional development (it works in two ways).

2) Projection of a strong and positive employer brand

3) Greater employee loyalty

4) Increased retention

5) Promotion of underrepresented candidates

6) Advancement of talented individuals

7) Enhance communication and improve work environment

8) Build and maintain leadership pipeline Coaching and mentoring are not for everyone,
are you the right person? Which role can you play? What are your options? Coaching/Mentoring

Formal / Informal
Individual / Team Mentor • Strong interpersonal skills.

• Organizational knowledge.

• Extensive network of resources inside and outside the organization.

• Exemplary supervisory skills.

• Technical competence.

• Personal power and charisma.

• Patience and risk taking.

• Status and prestige.

• Knowledge about the profession.

• Ability to share credit.

• Emotional maturity.

• Willingness to be responsible for someone else’s growth and advancement. Mentee • Commitment to learning.

• Genuine interest in professional and personal growth.

• Active listening skills.

• Openness and receptiveness to receiving feedback.

• Self-management skills.

• Willingness to take risks.

• Desire for self-fulfillment.

• Willingness to develop a sense of self and personal vision. Coach Coachee The manager usually becomes the employees' coach

A great communicator

Treats everyone with respect, consideration and fairness

Looks for opportunities to praise good performance, as well as counseling on how to improve

Does not believe in the "sink or swim" theory of employee development

Believes that by helping the employees develop, everyone comes out ahead

Shows less need for control

Set high standards

Shows empathy when dealing with others 2. Role-play: How to provide feedback to a employee regarding performance appraisal 3. A coaching/mentoring scenario (Handout) Tools that might help you in the beginning: 1) GROW Model 2) COACH Model G - Goal
R - Reality
O - Options
W - Way forward/ Wrap-up C - Current Situation
O - Objectives
A - Alternatives
CH - Choices Your suggestions and feedback are welcome and highly valued, in order to tailor a mentoring & coaching program that is practical in Points of Light. 1. Gain a clearer understanding of coaching/mentoring

2. Observe and practice coaching/mentoring techniques

3. Share thoughts and feedback

4. Become passionate and committed with an understanding of the benefits to our organization and individuals An overview of the program Can reflect on their actions from a fairly objextive point of view, without undermining his/her own self-esteem.

Curious about his/her actions and the actions of others

Is able to accept that someone else may be more knowledgeable

Is Not bound by shame that inhibits their ability to share self-observations with a coach

Is able to listen, particularly to balanced feedback

Is motivated by coaching and is anxious to keep trying to improve and to learn 55% 2nd 78% 472 100% to 500% ROI 35% 16% Credible , Effective
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