COACHING

MENTORING
FEEDBACK
Welcome,
XYZ Company
Please answer the following in
the chat: “What was your very
first job? How did it shape who
you are today?”
 OUR TEAM

JENNA
McKANE
You can replace the
image on the screen JOHN
with your own
DOE
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image on the screen
with your own
 USING MICROSOFT TEAMS
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USING NEARPOD
Link:
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6zu

Access Code:
6CGPD
 TODAY’S AGENDA
0 hours, 10 minutes Introductions and Expectations

0 hours, 15 minutes Key Takeaway Intro

0 hours, 40 minutes Coaching, Mentoring, and Feedback

0 hours, 15 minutes Break

Effective vs Ineffective Coaching, Mentoring and

0 hours, 50 minutes
Feedback

0 hours, 50 minutes Strengths and Weaknesses

0 hours, 15 minutes `Break

0 hours, 30 minutes Key Takeaways Activity

0 hours, 15 minutes Conclusions

 CURRENT ISSUES
01 02 03 04
Communicate
Collaborate with Advance my Troubleshoot and
with colleagues
colleagues career resolve problems
and leaders

05 06 07
Make personal Stay informed on Ensure all team
connections with what other teams members have a
colleagues are working on voice in decisions
HOW THIS THIS
TRAINING WILL
HELP
As we build a culture of mentorship,
coaching, and feedback we will
strengthen:

� Collaboration
� Career advancement opportunities
� Troubleshooting and resolving
problems
� Making personal connections
� Allowing for more voices to be
supported and heard
 TODAY’S OBJECTIVES
O1 DEFINE 02 PRACTICE

03 IDENTIFY 04 SELF - REFLECT

EACH MODULE
LECTURE
Module content will be
introduced and explained
via presentation.

INTERACTIVE
Nearpod activities to
engage with material and
learners.

BREAKOUT GROUP
Small group discussion
with prompt.
01
INTRO TO
KEY TAKE-
AWAYS
Lecture
Why develop key takeaways?
● Organize thoughts
● Clarify ideas
● Strengthen memory
● Decipher necessary information
How do we develop key takeaways?
● Repeat back
● Write down
● Ask questions
● Discern key points
● Mind mapping
● Utilize the participant guide
02 DEFINING
COACHING,
MENTORING, &
FEEDBACK
The what, why, and how of coaching,
mentoring, and feedback.
 WHAT IS COACHING?
“A partnering with clients in a thought-provoking and creative process
that inspires them to maximize their personal and professional
potential. The process of coaching often unlocks previously untapped
sources of imagination, productivity and leadership."
- The International Coaching Federation (ICF)
● Formal
● Performance specific
● Measurable, specific, and visible outcomes
● Future oriented
● Fosters self-discovery
● Key to retention
 FUNCTIONS & BENEFITS
OF COACHING
FUNCTIONS BENEFITS
• Increase self-confidence • Decrease turnover
• Develop skills • Increase productivity
• Gain new perspectives • Create stronger bonds
• Unlock potential to maximize their • Greater job satisfaction
own performance • Enhance teamwork,
• Addresses workplace objectives communication, and leadership
skills
 v

WHAT IS MENTORING?

“a professional relationship in which an experienced individual

imparts knowledge, expertise, and wisdom to a less
experienced person,”
- (Angelo, 2023)

● Provide guidance, support, and advice

● Serve as a trusted advisor and role model
● Share knowledge, skills, and experience
● Help mentee develop new perspectives, set
goals, and overcome challenges
● Support mentee in reaching potential and
achieving career aspirations
 FUNCTIONS & BENEFITS
OF MENTORING

FUNCTIONS BENEFITS
• Acceptance and • Encourage growth
confidence • Enhance
• Counseling communication
• Friendship • Promote
• Role Modeling accountability
 COACHING
• Participative
• Performance specific
• Measurable, specific,
• Trusting relationships
visible outcomes
• Short-term, formal
• Fosters self-discovery
• Uses inquiry to evoke
awareness and insight
• Coach is a thought
partner
MENTORING
• Directive
• Career development
• Outcomes can be
difficult to measure
• Powerful questions • Long-term, informal
• Deep listening
• Connects to people
and resources
• Giving feedback
• Teaches new
knowledge
• Mentor is SME
Check For
Understanding
● Quick response polls
 v

WHAT IS FEEDBACK?

“employee feedback is the process of giving constructive

information or advice to employees and/or leadership based on
performance, behavior, or skills in the workplace,”
- (Quantum Workplace)

● Improve performance
● Ensure standards are met
● Professional growth
● Imprrovement
● Productivity
● Often a part of mentoring and coaching
Interactive
Activity
● Please answer the following prompt
on your Microsoft Teams
presentation screen: “What role are
you more likely to participate in
either as a facilitator or
participant: mentoring, coaching,
or feedback?”
TIME FOR
A BREAK
We will resume in 15
minutes
03
EFFECTIVE
COACHING,
MENTORING,
& FEEDBACK
Uncover effective and ineffective
practices of each role.
EFFECTIVE COACHING HAS 3 PHASES

PHASE 1 PHASE 2 PHASE 3

PREPARATION ACTION PLAN FOLLOW-UP

Observation of an To discuss the
Ongoing dialogue to
individual’s on-the-job success and failures
build an action plan.
activities. of the experience.
EFFECTIVE VS INEFFECTIVE COACHING
EFFECTIVE
• Teaches, supports, and motivates
• Allows for openness between coach
and coachee
• Requires an experienced,
knowledgable coach
• Requires individual willing to grow in
their current role
INEFFECTIVE
• Diminishes the relationship
between employee and staff
engagement
• Does not act toward achieving
specific goals
• Overlooks individual strengths to
only focus on improvement
EFFECTIVE MENTORING
� Mutual trust and respect between � Mentor practices the
the participating individuals organization’s values, clarifies
culture & political
� Occurs between two individuals with environment, helps the
common goals mentee establish
� Supports a learning culture professional contacts and
advocates for growth
� Establishes intra-personal opportunities for the mentee
relationships
� Deepens mentor’s sense of purpose
and mentee’s growth experience
� Mentee is willing to take on
challenges, self-motivated, and loyal
 v

INEFFECTIVE MENTORING

ONE-SIDED QUICK FIX

Both individuals aren’t Lacking a plan or intention
being simulated equally when selecting and
partnering with the mentor
IMPRACTICAL or mentee

The approach is UNSTRUCTURED

impractical for both
Does not have a
mentee and/or mentor
structured process
between mentor &
mentee

This Photo by Unknown Author is licensed under CC BY-SA

 DISCUSSION: COACHING
Scenario: Jane has been with XYZ for ten years. She has progressed
from an entry-level specialist to one of the few senior specialists. She is
currently coaching John, an entry-level specialist dedicated to the
company and gaining experience in his field. Jane shares with John her
experience as an entry-level specialist at XYZ, tips she learned along the
way, clarifies John’s confusion about his role, and reassures John of his
skills and potential in the company.

Is this an effective or ineffective way

of coaching? Why or why not?
 DISCUSSION: MENTORING

Scenario: XYZ recently complaints about lower-level employees from

several senior employees. To remedy this, XYZ placed the concerned
senior employees in a mentorship program with the lower-level
employee they expressed concern about.

Is this an effective or ineffective way

of mentoring? Why or why not?
 DISCUSSION: FEEDBACK

Scenario: Jane observed John as he performed an essential task in his

daily routine at work. Jane described the actions John did well. She also
described the feelings John unintentionally relayed when responding to
a customer’s concern and a potential way to improve in the future.

Is this an effective or ineffective way

of providing or receiving feedback?
Why or why not?
Interactive
Activity
● Matching Activity

Link:
https://np1.nearpod.
com/msteams/pin/sd
6zu

Access Code:
6CGPD
 04
STRENGTHS
AND
CHALLENGES
Assess these two entities in detail
to depict key areas of improvements
THIS IS COACHING
• Help newcomers learn a new skill
Inspire individuals naturally
STRENGTHS •
• Encourage team members who are
struggling

• Motivating employees who are not

self-motivated
Unable to set clear expectations &
CHALLENGES •
goals
• Lacking time to coach in an effective
manner

• Guide the coachee, not solve the

problem for them
Improve your questioning skills to
RECOMMENDATIONS •
challenge coachee
• Evaluate relationship coachee & the
level of trust created
 THIS IS • Support individuals on a 1:1 basis
Provide newcomers with guidance
MENTORING
•
STRENGTHS • Make it easy adjust to new work
environment

• Individuals not looking to be mentored

Mentee is difficult to work with
CHALLENGES •
• Mentor not having adequate time to give to
mentee

Choose if the mentoring programs will be

RECOMMENDATIONS •
formal or informal
 THIS IS FEEDBACK
• Be aware of the four basic
needs of followers
Provide positive with a
STRENGTHS •
negative
• Share specific examples of
ways to improve productivity

• Messages tend to highlight

future of company
CHALLENGES • Showing too much
compassion to one group
• Not enough time to build trust

• Be willing to receive feedback

• Constructive feedback should
RECOMMENDATIONS be the goal
• Try to motivate employee
performance
Interactive
Activity
● Fill in the blanks

Link:
https://np1.nearpod.
com/msteams/pin/sd
6zu

Access Code:
6CGPD
TIME FOR
A BREAK
We will resume on 15
minutes
05
KEY TAKE-
AWAYS
Activities
Interactive Activity

Link: https://np1.nearpod.com/msteams/pin/sd6zu

Access Code: 6CGPD

DISCUSSION: KEY TAKEAWAY

Discuss your key takeaways with your group.

Feel free to share your mind mapping with each other. How do they
differ? Are some takeaways more specific than others? What can you
learn from others?
06
CONCLUSIONS
Let’s put it together.
THANKS!
Do you have any questions?
addyouremail@training.com |
+91 620 421 838 | XYZcompany.com

CREDITS: This presentation template was created by

Slidesgo, including icons by Flaticon, nd infographics
& images by Freepik
 References
Brian J. Brim, E. D. (2021, November 3). Strengths-based leadership: Building Trust in followers. Gallup.com. Retrieved February
13, 2023, from https://www.gallup.com/cliftonstrengths/en/250979/strengths-based-leadership-building-trust-followers.aspx

Coaching, Mentoring, and Feedback. Coaching, Mentoring, and Feedback | Human Resources. (n.d.). Retrieved February 13, 2023,
from https://hr.medicine.umich.edu/hr-services/hr-resources/performance-management/coaching-mentoring-feedback

Joseph, C. (2019, March 8). Advantages & disadvantages of mentoring. Small Business - Chron.com. Retrieved February 13, 2023,
from https://smallbusiness.chron.com/advantages-disadvantages-mentoring-10888.html

Miller, B. A. (n.d.). The 7 common challenges of coaching. WorkBoard. Retrieved February 13, 2023, from
https://www.workboard.com/blog/coaching-challenges.php

Ryba, K. (2022, July 5). Employee feedback: What it is and how to make the most of it. Employee Success Software. Retrieved
February 13, 2023, from https://www.quantumworkplace.com/future-of-work/employee-feedback