Leadership

Coaching &
Mentoring
Consultation, Coaching & Mentoring Department
Institut Aminuddin Baki
Ministry of Education Malaysia

12/11/20 iab 1
 Objectives

 to determine coaching & mentoring strategies /

approaches
 to discuss the stages / phases of formal mentoring
relationships
 to discuss the mentoring skills: active listening, reflective
interviewing ( probing questions, paraphrasing, feedback,
checking perception, advising & reframing)
 To share IAB C & M Practices

12/11/20 iab 2
 Discussion
 What is Coaching?
 An Overview of Coaching – what happens in a session?
 Coaching for Leadership and Performance
 What is Mentoring?
 An Overview of Mentoring for Succession and Growth
 When do you need Coaching and Mentoring?
 Benefits of Coaching and Mentoring
 Do’s and Don’ts
 Critical Success Factors
 C & M in IAB

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 The roles we play
Leaders
Managers
Administrators
Followers
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 Roles of Leaders
COACH KETUA PROBLEM-SOLVER CONTROLLER

PENENANG LINKER
PAKAR PEMBIMBING MENTOR
PENGURUS RISK-TAKER
PENASIHAT MODEL PERANCANG
KAWAN STRATEGIST LEADERS TEAM-WORKER
MOTIVATOR
COMMUNICATOR AHLI FALSAFAH
COUNSELOR TRAINER
DELEGATOR HAKIM

SUPERMAN & SUPERWOMAN? TEACHER

HUMAN DEVELOPER
PENYOKONG
PROFESIONAL
LEARNER CULTURE-BUILDER

EXPERT LISTERNER TEAM-BUILDER

 Leadership
Leaders take their staff
from
where they are
to where
they’ve never been
before

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Group Activity

In
In your
your tables
tables spend
spend 15
15 minutes
minutes to
to reflect
reflect on
on the
the following
following and
and
be
be prepared
prepared to
to present
present your
your thoughts
thoughts toto the
the group
group at
at large
large

11 What does coaching mean to you?

22
What does mentoring mean to you?
Some definitions…

Coaching
Coaching is partnering with coachee’s in a thought-
provoking and systematic manner to empower and inspire
them to maximize their personal and professional potential

Mentoring
Mentoring is most often defined as a professional
relationship in which an experienced person (the Mentor)
assists another (the Mentoree) in developing specific skills
and knowledge that will enhance the less-experienced
person’s professional and personal growth.

Counseling
Professional guidance of the individual by utilizing
psychological methods especially in collecting case
history data, using various techniques of the personal
interview, and testing interests and aptitudes
Areas Coaching Mentoring Counseling
Relationship Partner Disciple Patient
Perspective • Want to make it better • Improvements required • Issue/s that needs to be
for the individual, so in specific area/s resolved
starting on a positive
note.
• Uplifting
Comes across as Collaborator Expert Expert
Method applied • Questioning • Focuses on specific • Recalling the past and
• Listening areas that involves reflecting on the present
• Curious passing of wisdom and and future
• Facilitative experiences • Journaling to capture
• Enquiring • Relies on advice giving key moments /
experiences
Expertise • Expert in soliciting • Expert in a particular • An expert in the areas of
thoughts, feedback and field with wisdom and NLP, psychology and
crafting actions in a experiences therapy
constructive manner
Type of coachee • Seeks to proactively • Seeks time tested • Seeks answers to
and positively address knowledge and skills problems
problems faced
Duration • Short term – 6-9 • Mid to long term and • Adhoc and on a
months whenever the advise is consultation basis when
required help is sought
 An Overview of Coaching

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 Coaching

COMENSA Definition:
A professional, collaborative and outcomes-driven
method of learning that seeks to develop an individual
and raise self-awareness so that he or she might
achieve specific goals and perform at a more effective
level.

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 Coaching
A skilled conversation which enables the client to:
 Develop and clarify their goals / desired state
 Clarify their current reality
 Develop ideas and options
 Develop action plans which will lead to results

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 Coaching is about moving:
FROM TO
CURRENT STATE DESIRED STATE
Current Way New Way
Of Being Of Being

Where do you want to be?

Where are you now?
What can you do to get there?
 Coaching is
Creating awareness Comfort
zone
Facilitating learning

Releasing potential

Enabling learning & change

By providing a new perspective - another way of thinking

“The coach’s primary responsibility is

not to teach but to facilitate learning”
(Myles Downey)
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 Potential and Performance
PERFORMANCE

THINKING FEELINGS
Limiting beliefs Negative inner dialogue
Limiting Assumptions Confusion, Lack of focus
Mental models Being overwhelmed
Paradigms Fear & anxiety

Competence

INTERFERENCE

POTENTIAL
 Who
An individual with advanced experience and
knowledge who is committed to giving
mentor support and career/job advice to a less experienced
person

A coach helps workers grow and

coach improve their job performance

A person engaging in a supporting process

to define and correct
counselor personal problems
or skills that affect performance
Coaching, Mentoring &
Counseling
Future mentor

Present coach

Past counselor
 The Skilled Coach Model

Stage 2 Stage 1
CURRENT PREFERRED
SCENARIO SCENARIO
What’s the What do I
present need / want ?
state of
affairs?

How do I get what I

want / need?

Stage 3
ACTION
Adapted from Egan
SCENARIO
 Coaching Models
A coaching model provides structure and process
It outlines what to “do”, when….. A series of “events”…..

GROW (Goals, Reality, Options, Wrap up/Will)

CLEAR (Contract, Listen, Explore, Actions, Review)
SOAR: (Story, Options, Actions, Review)
ARROW: (Aims, Reality, Reflections, Options, What next)
POWER: (Purpose, Objectives, Whats happening, Empower, Review)
CREATE: (Current Reality, Explore Alternatives, Tap their Energy)
ACHIEVE (Assess current situation, Creative brainstorming,
Hone goal, Initiate option generation, Evaluate options,
Valid action, Encourage momentum
5A: (Aims, Awareness, Analysis, Action, Assessment)
 Coaching Session
10% 10%
Connect Review
Reflect &
Contract: Reflect
Programme &
Session goals
Agreement 80%
The Session
GROW

Prepare and Prepare and Reflect Prepare and

Reflect Be Present
Be Present Write up Be Present Write up
Send report Send report
Take actions Take actions
Prepare Prepare

Take action steps Take action steps

 Coaching Skills
Creating a thinking space
Coaching with heart & backbone
QUESTIONS
Appreciative inquiry Incisive questions
Open to explore, Closed to guide

LISTENING
To be with, understand, have empathy

SILENCE
Space to think

CHALLENGE
Reflection Observation Feedback
Limiting assumptions
Mental models Blind spots
 Coaching in Groups
TEAM COACHING
Team works together to develop outcomes, and actions
to achieve them. Participants can utilise team coaching
skills with their teams. Facilitated by a team coach

Collective
Goal

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 Coaching in Groups

COLLECTIVE COACHING
Team works together to
practice coaching skills while
working on real problems.
Individual
Participant presents goal or Goal
issue and the team coaches
he/she through to action
plan.

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 Leadership Coaching

 Leadership Styles

 Situational Leadership

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 Leadership Styles

TASK RELATIONSHIP

COACHING AFFILIATIVE
PACE AUTHORITATIVE
AUTOCRATIC SETTING DEMOCRATIC
COERCIVE PARTICIPATIVE
 Mentoring

COMENSA Definition:

Mentoring is a partnership in which a mentee

is assisted in making significant advances in
knowledge, perspective and vision
in order to develop their full potential;
the mentor’s wisdom is utilised by the mentee to
facilitate and enhance new learning and insight.

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 Mentoring And Coaching

More directive Less directive

Similar skills
MENTORING COACHING

Domain specific Non domain specific

Transfer of knowledge & skills Facilitation of learning
Wisdom & experience Expertise as coach
Network access Often external
 The Spectrum Of Skills
COACHING NON-DIRECTIVE
Listening
Questioning PULL
Reflecting Helping someone
Paraphrasing solve their
Summarising own problem

PUSH Making suggestions

Solving Giving feedback
someone’s Offering guidance
problem Giving advice
for them Instructing

DIRECTIVE MENTORING
 Mentoring for
Succession and Growth
Mentor to enhance the individual’s knowledge,
skills, values and attitudes in a selected career path

Utilise the talents within the organisation!

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 Context Interview Goal Setting
Active Listening, Reflective Questioning, Observation of
Reflective Questioning GROW/SMART leadership practice
e.g. 1st., 2nd. & 3rd. e.g. self-assessment,
action planning, e.g. job shadowing
Level questions setting a focus

Overview of Descriptive

Leadership Feedback
e.g. Describing

Coaching &
leadership practice,
Mirror
(Coachee listen)

Mentoring
Discussion/Ideas/
Reflective Evaluative feedback
Conversation (Coachee listen)
Goal Setting
Evaluative Feedback
What’s next? (Coach listen)
We are certain of one thing:

“… there is no one ‘right’ coaching

model for all settings and there are
models that would be poor
choices.”
 Coaching and Mentoring in IAB

 The just-in-time development approach, with a client-

centered focus.
 The flexibility of the process – it can be combined with
many learning and development initiatives.
 Mentoring enables internal transfer of organizationally
specific skills and knowledge in a sustainable manner.

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 4 Models Of Mentoring
Highly Structured
Managing change
Getting ready for job
Working towards
Succession planning,
Specific objectives Orientation, Mentor mentee, NPQEL,
-ALD, SIPartner, FK, PIN

STRUCTURE
Off the cuff “Friendship”
Managing Life mentoring
Virtually no change – Personal growth
ALD, Team teaching Mentor-mentee
structure

Short term TIME Long term

spontaneous (for life!)
 Mentoring Process
for Organisation
•Develop a Mentoring Strategy
•Identify stakeholders
•Appoint Mentoring Co-ordinator
•Identify mentees
•Develop a profile for potential mentors
•Only recruit those who are keen!
•Train mentors
•Match mentee with mentor – allow choice
•Hold regular mentoring sessions
•Supervise mentor
•Has intervention achieved intended outcomes?
Mentoring Programme - Mentor
Informal ongoing
relationship
End relationship
1. Re-contract

Preparing Begin with the end in mind

for First things first 4.
mentoring Winding
down

2.
Starting 3.
out Maintaining
momentum
 Organisational Outcomes
HAVE
Personal Contribution

Behaviour
DO Decisions Use of Interactions
made time with others

Feelings Values &

BE Thinking
beliefs
Level of awareness
 When is
Coaching and Mentoring needed?
 For targeted, individualised, just-in-time development
 Align values and vision throughout organisation
 Manage change and transition effectively
 To support and sustain training initiatives
 Talent retention and development, for succession
 Develop leadership competencies
 Transform potential to improved performance
What situations are more suited to coaching or
mentoring?
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Benefits Of Coaching and Mentoring
INDIVIDUAL
•Learn to solve own problems
•Improve interpersonal skills
•Able to identify and act on own
development needs
•Greater self confidence and self
esteem
•Be more positive and assertive
•Greater self awareness
•Gain new perspectives and
ways of thinking
•Acquire new skills & abilities
•Develop adaptability for change
•Improve work / life balance
•Reduce stress levels
ORGANISATION
•Improve productivity, quality,
customer service
•Gain increased employee
commitment = retention
•Demonstrate commitment to
employees: developing them
& improving skills
•Support newly promoted
employees
•Change culture of org – less toxicity
•Support other training
initiatives
 Critical Success Factors:
Phases within a Programme

Co-creation
Planning and
Preparation
Implementation
Measurement and
evaluation
 Latest Trends in
Coaching and Mentoring

 Coaching = 2nd fastest growing profession globally

 Supply – variety of skill levels and experience
 Demand – discerning clients who want advice, quality
control and benchmarking
 Professional organisations representative of C and M
 Mentoring – retirement, cutbacks, access to IT,
globalisation

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 How to become a
Coach or Mentor
 Full time practitioner or adding competencies to your
current skill set?
Certificate, Diploma, Master’s Degree,
In-house programme tailored to organisational needs
 Explore the standards of professional competence –
COMENSA, ICF, EMCC – what accreditation would you
like?
 Talk to professionals in the industry

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 Thank You

12/11/20 iab 42
Review
The GROW Model and what it represents

Ac
t There are many
ll t o
Wi different coaching
frameworks/ models to
chose from.
The GROW Model is
one such example
It provides for a simple,
self explanatory, easy
to use framework for
coaches to apply
during their coaching
exercise.
The GROW model is an effective, yet
simple, framework for structuring
our coaching or mentoring sessions
 T-GROW coaching model by Miles
Downey
Coaching is the key to making any
improvement process work. Often, the
best solutions to challenges are found
right where they originate – with
the people and equipment at work there.
They have the needed experience and the
ability to actually implement solutions.
Paradoxically, getting to these solutions
is rarely easy. Often, what is needed is
the helpful hand of a good coach to guide
individuals and teams past old obstacles
towards
Coaching is complex. Most people think of a sports solutions
coach they themselves
or a drill sergeant
articulate.
when they think of coaching – this style is called Directive Coaching. Yet meeting
tomorrow’s challenges will require the use of another coaching approach: Non-
Directive Coaching. Non-Directive Coaching is the most powerful way of
improving over the long-run. It releases the individual and group creativity that
drives innovation. Best of all, Non-Directive Coaching re-establishes trust
between the various levels of an organization, facilitating communications, and
enabling lasting performance improvements. It ensures that real accountability
remains with those doing the work!
 From Creative Leadership by Puccio,
Murdock, and Mance (2007) – Used with
permission
Today’s challenges require ever more creative solutions. Innovation is not
technology – Innovation is the application of creativity to everyday
challenges.
challenges. Continuous innovation is the least taught, yet most needed of
the 21st century skills. Strangely enough, most organizations just assume
their staff can solve problems creatively and effectively. Sadly, this is rarely
the case.
Ask yourself: does everyone in my organization use a known, common
approach to problem solving? Do you actively seek out bold, new solutions
and or just rehash old, industry-stale solutions? Can you speak about your
process of solving problems with as much authority as you do the actual
task of solving problems?
How can you and your organization creatively and effectively address every
type of challenge? How do you solve every problem and maximize every
opportunity? The solution is an effective, standard, and systemic problem-
solving approach that promotes the use of creativity whenever it is needed.
Called the Creative Problem Solving: Thinking Skills Model, this approach
is the result of over 50 years of academic research and extensive field
validation. Its power comes from both its rigor and its flexibility, and it
gives everyone in your organization a common problem-solving framework,
language, and tools. If you have specialized analytical tools in your
business, these can be incorporated easily. This way, you get the best of
both worlds.
Lastly, Synergetic Management is certified to use the FourSightTM problem-
solving preference assessment that paints a picture of how each individual
likes to solve problems. This essential knowledge prevents individuals and
groups from relying too much on their preferred modes of thinking, which
would interfere with effective problem solving. This knowledge alone can
be an invaluable process check and communications aid when facing
future challenges.
Interested? Curious? Want to explore an expanded world of opportunity?

A Rigorous, Innovative, Creative Problem-Solving process

The GROW model for
peer coaching and
mentoring
Posted on 28 March
2014 by Richard
Riche
GROW stands for:
Goal (where do you want
to go?)

Reality (Were are you

now?)

Options/Obstacles (What
opportunities will help you
overcome obstacles?)

Way Forward
(What steps do you need
to take?)
 growth. Growth
Operational Excellence is vital to
sustained
profitability
and enterprise
success.
Organizations
that fully
leverage
operational
excellence
routinely
achieve
improved lead-
times, greater
flexibility and