Coaching &

Mentoring

Coaching & Mentoring

Executive MBA Course
March 4, 2021

Universitas Pelita Harapan

Dr. Agnes C. Sarthou

Professor

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 PROGRAM OBJECTIVES:
• Discuss principles and models on coaching &
mentoring
• Explain the difference between Coaching,
Counseling, and Mentoring
• Demonstrate skills in Listening, Asking Questions &
Feedbacking
• Demonstrate and apply Coaching & Mentoring in the
Asian Context
• Plan Coaching & Mentoring Sessions at the
Workplace
Class Sessions
Coaching Models Mentoring Models
Coaching Process Mentoring Process
March 4, 2021 March 5, 2020

Coaching & Cases & Role

Mentoring Skills Plays
March 6, 2021 March 6, 2020

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Self Introduction
Journal 1 :

Name: _______________________________
Profession: ____________________________
Company/Position: ______________________

Personal Motivation why you are
taking this course
___________________________
___________________________
___________________________
___________________________
___________________________
What are your expectations from this
course?
____________________________
____________________________
____________________________
____________________________
____________________________
 GRADING SYSTEM:
 ATTENDANCE …………… 10%
 JOURNALS/REFLECTION….
30%
 QUIZES ………………… 30%
 PARTICIPATION …………. 30%
From Activities
GO Sharing (extra points)
TOTAL ……………………. 100%
© your company name. All
Title of your presentation
COACHING
ETYMOLOGY
15th Century in the village
of Kocs in Budapest
Transport industry was
booming, making
sophisticated and lighter
type of carrriage
The village was associated
with traveling from one
place to another in a rapid
and efficient way
 Coaching &
Mentoring

JOB COACHING Definition

 A directive process of helping the employee
address performance problems;
 Conducted to improve work behavior or develop
competencies required to achieve satisfactory
performance.

Note: Coaching is mandatory when the

employee commits an infraction in terms of
performance standards or policy
 COACHING CULTURE
 Less of employees being told what and how to

BIG BENEFITS OF
do their job, instead being given room to come
up with their own solutions, ideas and ways of
achieving their goals.
 Because employees have been part of the
decision-making process they will feel more
empowered and committed to action.
 Problems and issues are more likely to be
explored openly and non-judgmentally and
satisfactory solutions found
 Less blame by managers and staff
 Employees allowed to grow and develop to their
full potential
 Employees will recognize their own
responsibility in their personal development
Source: https://www.personal-coaching-information.com/coaching-culture.html
Creating a Coaching Culture
’A culture where people
coach each other all the
time as a natural part of
meetings, reviews and one
to one discussions of all
kinds.’ –
Clutterbuck & Meginson,
2006

Source: https://www.personal-coaching-information.com/coaching-culture.html
Roles of a Coach
• Help subordinates see the
need for change
• Facilitate the success of an
associate
• Sustain improvement,
performance and success
• Build strength and work on
weaknesses
• Encourage subordinates
towards performance
improvement
 Activity 1: My Ideal Leader-Coach
1. Think about the character traits of a good Coach (2 min)
2. Share your thoughts among your group mates. Select your Group’s top five (5)
descriptors (10 min)
3. All the #1 will briefly present your top five List of Descriptors (1min
presentation/group)

Submit your Group Work Using the following format :

Email to : upheec@uph.edu after your presentation.

Group No/ID & Leader’s Name ________________ Members : _______________

Top Five Descriptors:

4. …………………………………………….
5. …………………………………………….
6. ……………………………………………
7. …………………………………………….
8. …………………………………………….
Characteristics of a
Good Coach

 Good Listener
 Process Expert
 Technical
Expert/Knowledgeable
 High Credibility
 Has a Good Performance
Record
 Maintains Good
Relationships
 Supportive
MENTORING
Is there a
Difference?
Coaching
Mentoring
Counseling

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 Coaching &
Mentoring

COACHING Definition
A directive process of helping the employee
address performance problems;
Conducted to improve work behavior or
develop competencies required to achieve
satisfactory performance.
© your company name. Title of your presentation
 Coaching &
Mentoring

MENTORING
Off-line help by one person to another in
making significant transitions in knowledge,
work or professional thinking;
Conducted when employee desires
professional growth and career advancement.

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 Coaching &
Mentoring

COUNSELING
Supportive process of helping an individual
analyze reflect and act on how personal
problems & career aspirations;
Conducted when employee seeks help on
personal concerns which affect performance.

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 COACHING, MENTORING & COUNSELING
• Directive process • Off-line help • Supportive process
• Mandatory for a • Not conducted by • Optional for a
manager superior manager
• Initiated by the • Initiated by • Initiated by the
manager employee employee
• Discussion is on • Discussion is • Discussion is on
performance geared towards employee’s personal
improvement honing skills issues
• Employee • Employee desires • Employee seeks
© commits infraction
your company name. Title prof growth
of your presentation
© your company name. All rights reserved. personal help
© your company name. All rights reserved.

All rights reserved.

 COACHING, MENTORING & COUNSELING

• Task Orientation • Career Orientation • Supportive

Orientation
• Short-Term • Long-Term • As needed
• Discussion is • Discussion is • Discussion is life-on-
formal informal life
• Focus is on • Focus is on • Focus is on personal
performance/job professional issues & concerns
growth
 Elements of Successful
Coaching Session

• Preparation
• Visible Support
• Positive
Environment
• Focus on Change
and Opportunity
Visible Support

Title of your presentation

Positive Environment
Focus on Change & Opportunity
 THE 3-Step COACHING
PROCESS
• KISS.
- Make the other person feel at ease
- Create an environment of trust
• KICK.
 Give the other person accurate, honest
feedback.
- Descriptive, not Judgmental
- Specific, not generic
- Fact/Data Based, not hearsay

•KISS.
- Make the other person feel at ease
- Create
• KISS. anconfidence
Express environment
in theof trust Always end in a positive tone.
individual.

18
 THE COACHING PROCESS
KICK. Give the other person accurate, honest feedback.
Maintain or enhance the self-esteem of the other person:

• State the purpose of the meeting.

• Describe the specific poor performance
work habit.
• Get agreement that a problem exists.
• Present company regulation and
rationale positively
• Tell your subordinate why it concerns
you.

18
 THE COACHING PROCESS
KICK. Continuation ….

o Ask your subordinate the reason behind poor

his/her behavior or performance. Allow your
subordinate to explain. Listen with empathy.
o Validate his/her reason vis-a-vis data/facts/
information you gathered.
o Recognize his reason but stress the need to
comply with policy and work standards.
o Solicit ideas for solutions to improve work habit.
o Agree on a plan of action and follow-up date.

18
 COACHING KEY
PRINCIPLES
• Enhance/preserve the self-esteem of the
person you are coaching by stating facts and
data, rather than your personal opinion.
• Listen with empathy, not just “head-to-head”
but also “heart-to-heart”; Listen to what the
other person may not be saying.
• Solicit for solutions from the other person to
correct the infraction or poor performance
behavior.

18
Course Requirement:
Journal 2: Reflections
Name: ________________________________
Company/Position: ______________________

Topic Significant Learning Application

Coaching

Mentoring

KKK

Most Admired Character

of a Coach