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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 CONDITIONS FOR EMPLOYEE DEVELOPMENT
Coaching and mentoring 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
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created in the work place for the employee to progress and
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 What are Coaching and
Mentoring?
• Both coaching( and
cont’d)
mentoring are
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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Coaching and mentoring What are Coaching and
Mentoring?
( cont’d)
• 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
Coaching and mentoring Mentoring?
( cont’d)
• 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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Coaching and mentoring

THE PROCESS OF COACHING

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Coaching and mentoring
• Coaching is given by one who is senior to
the person, receiving the help—in
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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 • Communication involves receiving messages
Coaching and mentoring (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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 • Secondly, it is also based on
Coaching and mentoring the mutuality of relationship;
the counselee responds as
much to the coach’s needs as
the latter does to the former’s.
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 counter-
dependence 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 characterised by
Coaching and mentoring trust-building and mutuality when the mentor and
the protege may begin to collaborate and provide
emotional support to each other, If the mentor is
experienced as overwhelming and overpowering,
counter-dependence may develop before inter-
dependence. The protégé may reject the mentor
and may develop his own independence. Search of
one’s own identity may later lead to appreciation
of the mentor’s role and relationship, leading to
inter-dependence. Several well-known persons in
the west having famous mentors passed
through the counter-dependence phase, and some
could not make much progress to inter-
dependence.

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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.
• 66

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Coaching and mentoring 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 client’s 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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Coaching and mentoring 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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 •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
Coaching and mentoring
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
Business coaching & mentoring

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
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employer or achieve greater balance with their work and home lives.
Coaching and mentoring 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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Coaching and mentoring 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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Coaching and mentoring 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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Coaching and mentoring 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 and mentoring
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 time-
scales.
• 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 and mentoring
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 it’s 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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Coaching and mentoring 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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