Download
1 / 13
940 likes | 1.67k Views
Coaching and Mentoring. Kelsey Capparelli 10/1/16. Objectives. To be able to identify the difference between mentoring and coaching To identify in which situations to use mentoring and in which situations coaching is more effective
E N D
Coaching and Mentoring Kelsey Capparelli 10/1/16
Objectives • To be able to identify the difference between mentoring and coaching • To identify in which situations to use mentoring and in which situations coaching is more effective • To understand how the mentoring and coaching skill sets fit into the OD environment
Article Summary • Mentoring and Coaching are used to help employees develop leadership competencies • Terms are used interchangeably and actually have two distinct meanings • The effective mentor or coach • Can be an internal employee or external • It depends! • The choice of whether to use mentoring or coaching should be based on a common understanding of what each method offers the employee and best fit for identified need
Coaching • Coachee defines agenda • Coach should be an active listener and inquirer • Method addresses self-discovery and alignment to the organization • Can reveal personal challenges or vulnerabilities • Coach needs to be trusted • Digging in to what matters most to the individual
Mentoring • Form of providing support, experience, and knowledge • More experienced mentor is matched with less experienced mentee with purpose of advancing mentee’s development • Method addresses career development and skills development • More directive, mentor intentionally transfers specific knowledge and skills
How to Leverage in OD • Coaching: working with organizational members (managers and executives) to help clarify goals and address behavioral style issues • One-on-one relationship between OD practitioner and client • Increases leadership skills and effectiveness, transfer their learning to organizational results • Assist executives with effective transitions, address performance problems, or develop new behavioral skills • Closely follows the process of planned change (Establish principles of relationship, conduct assessment, debrief results, develop action plan, implement action plan, assess results)
Continued… • Mentoring: establishing a relationship between a manager or someone more experienced and another less experience organization member • Learning new skills to build cohesive teams • Learning how the organization works/culture • Career development and how the employee sees where they fit in the organization
Reaction • Coaching skills used more often in OD practitioner field • Coaching can be seen as a specialized form of OD • Coaching has more of a systematic approach and requires more training than mentoring • Both methods are useful and effective in different stages of the OD intervention process
Activity Coaching or Mentoring On the next few slides, different scenarios will be presented. We will decide whether coaching or mentoring would be effective in each situation.
Scenario 1: “Annabel is a successful line manager who doesn’t feel she is getting enough respect from her peers when sharing her opinions. This is making her lose confidence and feel uncomfortable in her peer group’s monthly meetings. Annabel’s manager feels Annabel’s lack of confidence is inhibiting her and her contribution to the meetings and sees that her failure to express opinions with colleagues is making her feel unconfident and demotivated. The manager and Annabel know something needs to change” (Walsh, 2011).
Scenario 2: • Mitch is feeling stagnant in his career. He wants to learn some specific new skills, but doesn’t know where to start. The company just went through a re-org and he also wants to see where he fits in the new structure. He wants to know how he may be able to use newly learned skills to enhance his engagement with his job.
Scenario 3: • “Will is a new manager who has just been promoted in the team he was a member of. After three months in the role he is having difficulties establishing his authority within the team as they still see him as a team member rather than a team leader. Will has discussed these difficulties with his own manager and has asked for some help to make transition to being a manager” (Walsh, 2011).
References • Cummings, T., & Worley, C. (2015). Organization Development & Change. Stamford: Cengage Learning. • Walsh, C. (2011). Coaching scenarios. Learning Consultancy Partnership. • Watt, L. (2004). Mentoring and coaching in the workplace: an insight into two leading leadership development programs in organizations. Canadian Manager, (3). 14.
