COACHING, COUNSELLING AND

MENTORING
 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
 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
 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.
 Outcomes
Coaching outcomes
• Development of skills and abilities in a specific
skill domain
• Self confidence
Mentoring outcomes
• Knowledge development including personal
growth
• Self awareness
 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
 Importance Benefits of Coaching
• Empowers employees
• Unleashes creativity
• Increases commitment
 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
 Specific benefits of Coaching -
Organisational
• Improves 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
 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
 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
 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
 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
 Two methods of counselling
• Directive
• Probing, questioning and discussing
• Non-Directive
• Listening (sometimes leads to a solution)
• Managers should not get involved in
counselling
 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
• What is mentoring?
• Why have a mentoring program?
• The benefits of mentoring
• Roles and key attributes
• Mentoring agreements
• About ½ of the Australian top 25 companies were
running mentoring programs in 2003-2012
• All state governments
• Military
• Boeing
• Sydney Olympics
• Wesfarmers
• Tabcorp
• Citibank
 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
 Types of Mentoring Relationships

• Formal
• Officially designated relationships
• Informal
• Spontaneous
• Informational peers
• Collegial peers
• Special peers
 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
 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
 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
 Organisational benefits of Mentoring
(cont.)
• Visibility of individual competencies
• Communication enhancement
• Greater understanding of individual
differences
• Meet current and future organisational needs
 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
 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
 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)
 Mentoring Agreements

• Why have a mentoring agreement?

• What should be in the agreement?
• What shouldnt be in the agreement?
 Mentoring Agreements

• Should be tailored to the specific relationship

• Set out mutual expectations and agreed
arrangements
• Goals (viable achievable, useful)
• SMART