Primer on Coaching and Mentoring PG page 1
Objectives Understand the similarities and differences between Coaching and Mentoring. Establish a coaching relationship using the five-step preparation process. Plan a coaching session. Identify ways to establish a mentor and a mentee relationship with others.
What is Coaching? The sharing of knowledge, experience, and ideas. A means for gaining understanding. Assisting another in reaching their goals and objectives. Focusing more on people than on tasks.
What is not Coaching? Behavioral feedback Manipulation Direction and supervision Providing (all) the answers
Why Coach or be Coached? To take advantage of personal strengths To overcome weaknesses in skill set To learn new skills for the current job To gain new competencies to handle new responsibilities To improve sense of personal responsibility To enhance self-motivation
Coaching Can Be Spontaneous Scheduled Formal Informal Situational On-going Important: Recognize the teachable moment
Are You Ready to Coach? Coaching is about: The right reasons The right mindset The right preparation The right approach
The Coaching Structure Active Listening At the base of interpersonal communication. Feedback The embedding of Active Listening as the last step in a process that creates an opportunity for improvement. Coaching A specific form of Feedback that stresses (among other things) the building of agreements.
Establishing the Coaching Relationship: The 5-Step Coaching Process 1. Observe (don t act without the facts) 2. Document (in order to clarify observations) 3. Propose (possible reasons for behaviors) 4. Test (the proposed hypotheses) 5. Discuss (your observations and thoughts)
Step 1: Observe You need to understand the situation. You need to understand the individuals involved. In other words, you have to observe and listen.
Step 2: Document Answer the following questions (in writing) as accurately and precisely as possible: What actions are being done effectively? What actions are not being done effectively? Is the individual s actions affecting the team in reaching its goals and objectives? How are other team members reacting to the individual s actions?
Think Non-Judgmentally This is not an requirement not to use your judgment! It is a warning not to jump to conclusions, especially before you have all the facts. Early in this process, it helps tremendously to focus on actions you are observing. Don t focus on what you think the causes of those actions are, focus instead on facts.
Non-Judgmental Example David is rude and overbearing he only wants to listen to his own ideas. vs. During team meetings, David frequently interrupts other team members and talks, rather than listens, the majority of the time.
Step 3: Propose Consider what you have observed. Think about multiple reasons for the behaviors you observed Write these down. Are there ways to test these hypotheses?
Step 4: Test Test your proposed hypotheses. Continue to observe the individual in various situations. Where appropriate, speak with others to garner other opinions. Keep in mind your own motivations and biases Don t project Don t be self-serving Are you part of the problem???
You Are you being unrealistic about expected performance? How are you feeling towards the individual? Frustrated Angry Are you really listening to them, or just going through the motions? Are you giving positive feedback when they demonstrate progress?
Step 5: Discuss Discuss what you have observed with the individual Don t lecture Ask for feedback Keep in mind the feedback model Here is what I observed (as factually as possible) Here is my feeling concerning that observation This is what I think the consequence is of the observed behavior* Actively listen to the response**
Looking Forward * The consequence should be the suggestion that you and the individual enter into a coaching relationship. ** The discussion may also include negotiation as to goals, objectives, plans, and actions. - important for establishing buy-in
Success Success depends more on attitude and approach, more than technique If your motives are suspect, even the best techniques are not going to make the coaching work. If your motives are good but your technique isn t perfect, the coachee will forgive you.
What is the Difference Between Coaching and Mentoring?
Mentoring Developmental Relationship More experienced person helps guide a less experienced one Ongoing relationship Learning Challenging Communications
Types of Mentoring Mosaic approach Cheerleader Coach Confidant Counselor Patron Role model Can you think of others?
Mentoring can be Directive transfer of knowledge and wisdom Advantages Experience, hindsight, provided with solution Disadvantages Less committed Non-Directive helps mentee form their own solution Advantages Buy-in, no need for mentor to be expert Disadvantages Longer time, may not have experience to form
5 Myths of Mentoring Mentoring is the same as coaching Mentors should choose their mentees Mentoring is a formal relationship Consult with only one mentor at a time Mentors do not need mentors
Mentoring is the Same as Coaching Have many features in common Unlike coaching which can be a sporadic or even one-time encounter, Mentoring assumes an ongoing relationship. While coaching is often performed to help correct an issue, Mentoring can be used to support: Work Career Professional Development
Identify a Mentor Someone who: Enjoys helping others Has requisite experience Is successful in your area of interest
Approach the Mentor Easier if you already know them personally Schedule a meeting Meet over a cup of coffee Discuss a particular issue Keep the meeting short Let the relationship grow organically More difficult if you do not Ask a mutual acquaintance to introduce you (consider using LinkedIn) Bold approach is to contact them directly Follow coffee/meeting approach above
Making the Most of Mentorship Mentor s time is valuable Before meetings with your mentor: Plan out goals for the conversation Prepare questions you want to ask OK to go off-topic, but hit all of the prepared questions
Summary: Coaching and Mentoring Both Coaching and Mentoring take advantage of basic communications skills such as Active Listening. Although good Coaching and Mentoring may look effortless, both require developing different skill sets so that they can be done effectively. Using the coaching model can help you apply it quickly and effectively. Establishing a mentor and a mentee relationship with others is a great strategy for career development.