COACHING, COUNSELLING AND MENTORING

1
COACHING, COUNSELLING AND MENTORING

• Luke Faulkner

2
Coaching and Mentoring

• Development is contingent on how well the
  Coach/Mentor is able to
• Establish a developmental relationship
• Help the individual learn from his/her experience

3
Coaching

• A role played by a manager to improve
  performance of a subordinate on the job. It
  involves planned practices, careful observations
  and effective feedback

4
Mentoring

• A role played by an experienced individual (not
  usually an immediate supervisor) who helps the
  protégé develop and perform beyond his/her
  immediate job level. Mentoring focuses on
  orientation and socialisation to the organisation
  its culture, people in the form of feedback,
  guidance and advice.

5
Outcomes

• Coaching outcomes
• Development of skills and abilities in a specific
  skill domain
• Self confidence
• Mentoring outcomes
• Knowledge development including personal growth
• Self awareness

6
COACHING

• Focused on skills and results
• Comes from direct managers
• Strengthens and enhances learning daily
• Conveys a set of beliefs, values and vision
• Enables goal setting

7
Importance Benefits of Coaching

• Empowers employees
• Unleashes creativity
• Increases commitment

8
Specific benefits of Coaching - Individual

• Reduces employee fears relating to status
• Ownership
• Increases and endorses employee skills
• Helps people overcome personal obstacles
• Improves communication
• Improves individual understanding
• Higher risk-taking through confidence building

9
Specific benefits of Coaching - Organisational

• Improves recruitment and retention
• Trust, respect, listened to and valued
• Reduces misunderstanding and mistakes
• more positive and supportive work climate
• Increases and improves organisational
  communication
• Increases creativity increased entrepreneurial
  thinking

10
Helping others set goals

• Major facet of coaching
• Goal setting can be incorporated into performance
  feedback
• Success depends on organisational environment
• Goal setting important
• SMART
• Specific
• Measurable
• Achievable and Attainable
• Realistic
• Time Bound

11
Skills and Characteristics of Effective Coaches

• Desire to help others achieve full potential
• Ability to give (positive negative) feedback
• Honesty and trustworthiness
• Willingness NOT to assign blame
• Good communication skills
• Balance in thinking (learning results)
• Responsibility and accountability
• Constructive means of dealing with conflict
  management

12
Strategies for Effective Coaching

• Face-to-face meetings lasting 35-45 minutes
• Do what you require to be done!
• Provide
• High levels of supportive behaviour
• Low levels of non-supportive behaviour
• Moderate levels of initiating behaviour
• Collaborate to find solutions jointly
• Plan, prepare and rehearse

13
Counselling

• Not to be mistaken for coaching
• Used to address personal or attitudinal problems
  rather than those related to ability
• Best left to specific professionals

14
Two methods of counselling

• Directive
• Probing, questioning and discussing
• Non-Directive
• Listening (sometimes leads to a solution)
• Managers should not get involved in counselling

15
MENTORING

• Its a relationship, not just a procedure or
  activity where one person professionally assists
  the career development of another, outside the
  normal manager/subordinate relationship.
• Mind, S 1993 Business Mentoring and Coaching

16

• What is mentoring?
• Why have a mentoring program?
• The benefits of mentoring
• Roles and key attributes
• Mentoring agreements

17
About ½ of the Australian top 25 companies were
running mentoring programs in 2003

• All state governments
• Military
• Boeing
• Sydney Olympics
• Wesfarmers
• Tabcorp
• Citibank

18
WHY MENTORING?

• Business activity speed
• Globalisation (pressure of competition)
• Makes sense and is cost effective
• Easy to administer
• Improves self confidence
• Effective in transferring professional, technical
  and management skills
• Focuses on skills and potential
• Wide organisational benefit

19
Types of Mentoring Relationships

• Formal
• Officially designated relationships
• Informal
• Spontaneous
• Informational peers
• Collegial peers
• Special peers

20
Mentee Objectives

• Sets out to achieve new skills and knowledge to
  apply to their career
• Seeks guidance and advice in their professional
  development
• Accepts responsibility for their own decisions
  and actions
• Acts on expect and objective advice
• Carries out tasks and projects by agreed times,
  and
• Maintains confidentiality

21
Mentor objectives

• Facilitates the mentees professional growth
• Provides information, guidance and constructive
  comments
• Evaluates the mentees plans and decisions
• Supports and encourages and, where necessary,
  highlights shortfalls in agreed performance, and
• Maintains confidentiality

22
Organisational benefits of Mentoring

• Skills and knowledge transfer
• Politics transfer
• Teach after learning
• Increase competence of both parties
• Increase self-esteem of both parties
• Development of practical networks

23
Organisational benefits of Mentoring (cont.)

• Visibility of individual competencies
• Communication enhancement
• Greater understanding of individual differences
• Meet current and future organisational needs

24
Mentee benefits of mentoring

• Greater job satisfaction
• More promotions
• Higher incomes
• Less likely to leave
• Leadership/management training
• Increased self-confidence, self awareness, and
  growth

25
Mentee benefits of mentoring (cont.)

• Development of friendships that can provide
  valuable contacts
• Increased interpersonal skills
• Greater insight into organisational practices and
  requirements
• Insight into informal workings
• Saves time allows mentees to learn from others
  experiences rather than by themselves

26
Mentor benefits of mentoring role

• Personal satisfaction
• Develops patience, insight, and understanding
• May be exposed to cultural, social, or economic
  characteristics different from their own
• Improves leadership/management and communication
  skills
• Trains employees to meet current and future
  organisational need (ensures survival)

27
Mentoring Agreements

• Why have a mentoring agreement?
• What should be in the agreement?
• What shouldnt be in the agreement?

28
Mentoring Agreements

• Should be tailored to the specific relationship
• Set out mutual expectations and agreed
  arrangements
• Goals (viable achievable, useful)
• SMART