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OBJECTIVES

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To analyze the importance and benefits of coaching and mentoring in organizations.

To identify how coaching and mentoring can be beneficial to the individuals. To identify a model that can be aligned with the company‟s objectives and strategies.

To study the linkage of coaching and mentoring with the financial outcomes of that organization.

To identify the uniqueness or competitive advantage that the organization has attained through the coaching and mentoring practices.

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To study the various aspects in which coaching differs from mentoring. To identify the characteristics and qualities that a coach or a mentor needs to possess in order to make the coaching and mentoring programme more effective.

To also identify the various barriers to successful coaching and mentoring.

RESEARCH METHODOLOGY  Source of Information. .The data used in this project is qualitative and secondary in nature as it has been gathered fromo Books o Websites o Articles and journals o Annual Reports of the concerned company o Research Papers  Sampling Procedure.This study is based on convenience sampling procedure as we have taken any 5 companies which were easily available to us.

In the past 30 years the approach has been rediscovered by the private sector and applied in the form of executive coaching. A coach is a specialist who works with the protégé on specific goals and objectives – the professional equivalent of a fitness trainer. Neither mentoring nor coaching is about teaching. He or she will bring a new approach to either a specific skill or an entire career. The role of mentors and coaches is not to solve problems. These interventions have evolved in line with the trend towards ongoing capacity-building processes rather than one-off events. They are also informed by an increasingly people-centered and „holistic‟ approach to capacity building. but to question how the best solutions might be found. Fran Deans says that coaching and mentoring are popular capacity-building tools. many are unclear what coaching and mentoring really involves. especially in the area of leadership development. honest relationships between the mentor or coach and their protégé.LITERATURE REVIEW Alexa Michael says that the skills of mentor and coach overlap to some extent. instruction or telling somebody what to do. A mentor or coach is an „accountability partner‟ who works in their protégé‟s best interests. Yet despite their current status. A coach is more likely to use direct feedback. Both mentoring and coaching take place independently of line managers – they are open. cultures and centuries. coaching and mentoring have increasingly been practiced within the civil society sector. and where and when they work. In the past decade. . and will pass on their expertise. They are often mentioned in proposals and reviews as key elements of good capacity-building practice. A mentor is likely to have followed a similar career to the one their protégé is starting. Both mentors and coaches are „critical friends‟ although they might use different methods. The role of mentors and coaches is to ask their protégé the right questions to promote greater self-awareness and more informed decision making. Mentoring is an ancient approach to human development practiced across continents. while a mentor relies more heavily on the questioning process.

is a wellestablished coaching model and an excellent "starter" model to enable sales managers to get used to the structure of coaching.R.W. The OUTCOMES™ Coaching model has been designed to enable managers and sales managers to undertake more structured coaching sessions with their employees and sales executives than perhaps they have been used to. O for Options and W for Way Forward and Will.  Not enough time spent checking the Motivation of the employee to move the actions forward and also discussing how the manager is going to provide onward support.  Lack of exploration in the Options phase meaning that only a few options and probably the more traditional "tried and tested" options are highlighted.R.W.O.MODEL Coaching of employees by their sales managers is fast becoming an expectation from both senior management and employees themselves. G. Many sales managers are now being taught how best to coach their sales representatives by employing the standard coaching model called G.R.  Unclear or a lack of full understanding of the Performance Gap between the present situation and the desired outcome.W provides a structure but may not provide enough "discipline" for busy managers to ensure adequate depth of understanding and support.W. G. Very competent sales managers and sales coaches can use the model effectively by taking time and ensuring depth at each of the four stages but busy managers or less competent managers and coaches can tend to "skip" through the stages which. motivation and commitment to action than they may have experienced with other coaching models such as G.O. All in all. constructed by Graham Alexander and championed by Sir John Whitmore.O.R.O. where G equates to the Goal. OUTCOMES™ provides more structure than G.W simply by the fact that there are more .R.O. The increased structure will result in more depth to their coaching and as such will enable an increase in more understanding. can often result in the following:  Acceptance of Goals or Objectives without checking the validity of the reasons behind the goals or objectives. R to Reality.

Sometimes with G.W an inexperienced coach or manager can perhaps jump from Reality to Options without fully understanding the "gap" that has to be "crossed" or "filled".W in that the manager will attempt to get an idea of what specifically the employee is trying to achieve from either the coaching session or from their business or sales objectives.R. once the managers understand the reasons for the extra steps and the fact that if they use this model carefully. Time needs to be taken here and not the first option taken. what would it be?" or "What would be the result if you did nothing?" The pros and cons of each option need to be discussed. By understanding the reasons behind the "rapport" objective. How many managers ask.R. manipulate their employee with leading questions that enable the employee to come up with the options that the . What is the employee attempting to achieve? This stage is similar to the G in G.O. O = Options Generation. the managers have warmed to the model. or worse. More often than not employees either "understretch" or "over-stretch" their objectives. This stage can take time and many managers "skip" through it. However. The initial reaction by most managers I have introduced it to has been one of initial frustration in that with it having more distinct stages to go through and check. It is important to spend time analysing the reality of the present situation so that a manager can establish a baseline and then – C = Clarify the Gap between where they are now and where they need to get to. They can go straight to the "how" without fully understanding the "what". This is an important step as it is vital that the reasons behind wanting to achieve the objective are understood.O. one of the main "under stretches" is wanting to simply build rapport and fact-find within a sales call as opposed to actually sell anything on a first visit. for example.distinct stages that a manager or coach must adhere to. In sales. they will get good results. in order to achieve their objective. U = Understand the Reasons. it can take more time to implement. a manager can support and challenge a salesperson to achieve both the rapport and fact-finding objectives together with starting the selling process. "And if there was one other way you could do it. So what are the stages behind OUTCOMES™? O = Objectives. T = Take Stock of the Present Situation.

In summary OUTCOMES™. M = Motivate to Action. Objectives as opposed to Goals. 2. The manager must always show support for the employee in the tasks agreed and must also ask if there is any support that they have to put in. 3. the manager must check the motivation of the employee to move on the actions. An example of this could be a sales executive asking their sales manager to sit in on a sales call and be prepared to help them with any difficult questions the customer may ask. E = Enthusiasm & Encouragement – The manager must at all times show enthusiasm for the objectives ahead and encourage the employee to do as best they can. Once the options have been discussed and the best way forward agreed. Performance Gap Analysis. e.R.O. S= Support. which tends to be a life coaching term.manager wants to hear! Take your time and allow the employee to generate his or her own options. .R.W in that it has more specific steps that a manager must go through. Are they agreeing to actions because that is what they think the manager wants to hear or are they really motivated to move on the actions? The manager must have the ability to check this and challenge any signs of demotivation. 1. Support and Motivation. in order to assist the employee. It is more structured and specific than G. The last three stages are vital ones and ones which the inexperienced manager or coach may not go through when using G. The mere wording is more business coaching focused.W.O. There is more explicit emphasis placed on Understanding.O.W. in a business-coaching context. They may have a "way forward" but many will not check the "will" and even more still will not contract any form of "support".R.g. offers the following advantages over G.

O.R. Many confessed to skipping through G. .W and not taking the time to explore situations fully.The feedback on OUTCOMES™ so far has been excellent with sales managers feeding back that the emphasis on the motivation stages is particularly useful.

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VALUES/BENEFITS Coaching and mentoring have proved to be beneficial for both the organization as well as the individual employees. Improved staff retention and a creation of “a great place to work” culture . Tangible evidence of commitment to bespoke personal development. People do business with people. It helps individuals in the following ways      Greater self awareness and developing the skills to interact with people not like them. or loud and vexatious people. For the organization. A hunger for new skills and knowledge acquisition Improved problem solving techniques. it proves to be helpful in the following ways      Improved personal performance improves organizational performance. coupled with appropriate behaviors and attitudes. Greater self belief. Improved skill levels for the organization as more suitcases are opened all day. Improved confidence in dealing with challenge. Greater efficiency through less fractious relationships and sulking. A heavier suitcase capable of dealing with weighty challenges. Improved cross functional interaction and efficiency.