EXECUTIVE COACHING AND MENTORING

BY AHMED ABDUL CENTRE FOR MANAGEMENT DEVELOPMENT KANO AREA OFFICE F1, ALLIANCE BUILDING (former AIRPORT ROAD), KANO

LEARNING OBJECTIVES
At the end of the session, participants will be able to: define executive coaching and mentoring, state why (reasons) coaching and mentoring are necessary, and state the benefits of coaching and mentoring

COACHING
Coaching is a training function Coaching is an effective means of developing people on the job through - direct discussion - initiation - planned activity The main aim of coaching an individual and/or group is to solve a problem; perform a task: on the job activity

(Verb) coach describes it as:  to tutor

   

to train to give hints to prove with facts a development activity

Coaching helper (coach/manager)

- shows others what they do wrong and how to put it right - takes responsibility for guiding others to see coachs point of view - uses his/her skills to help others get best advice and guidance Coaching is, therefore, planned systematically to be successful and designed to improve the skilled performance of another person.

COACHING PROCESS
Systematically planned: step by step process Basic Steps Recognising opportunity to coach: - Awareness of opportunity to coach - Seize learning opportunities - Smart to recognize coaching opportunity - Manager must possess technical and/or professional competence - Must be thorough and competent

Opportunity may arise from

- Introduction services

of

new

products/

- Special assignments - Job changes - New employments.

Identify Resources Human - Competent coach to handle coaching assignment. Information on weak areas to address current status of one to be coached Time Place Financial Requirement Individual/group/team.

Climate Setting INDIVIDUAL - Conducive and right climate set

ORGANIZATIONAL LEVEL

Learner must be happy/satisfied Good frame of mind.

Develop Helping Relationship Cordial between coach and the learner. Coach must establish level of trust. Coach must be competent.

Provision of Help Only when necessary Review Learning  To ensure there are improvements  To ensure learning has taken place  Compare new performance standards with last learning goals. If objectives have been met, then learning has taken place. Otherwise, more efforts must be put into the coaching to achieve desired results.

Confirmation of new Competence

 Met objectives competence.

confirm

new

 Learner can function on his own.

WHY UNDERTAKE COACHING?

1. Management Process - integral part of Supervisors job to give continuous support and guidance to achieve organizations goals/ objectives. 2. 3. Standards Reputation

WHY UNDERTAKE COACHING?

4. Achievement 5. Removing difficulties 6. Time for other pressing/serious issues 7. Organizational growth due to improved performance 8. Theory into Practice links academic world of theory with the real world of uncertainty, change and challenges.

IS COACHING A FORM OF CONSULTING?

While there is a consulting element in coaching, executive coaches play a role that is distinctly different from consulting. Consultants and coaches both help you build the business you want. Coaches, however, also help you have the life you want. The consultant's specialty is information and insight. Coaches are more concerned with performance, perspective, balance, focus, and inspiration.

IS COACHING A FORM OF CONSULTING?

Consulting is largely a cognitive function, serving the head. Coaching is commonly more of a heart function, making sure that you stay aligned with your core values and your deeply-held aspirations. Consultants bring you expertise. Coaches mature your own expertise.

Executive coaching and executive mentoring

Both involve a one-on-one relationship between you and a trusted advisor in a setting of confidentiality, personal development, and collegial respect. Commonly the same person may serve as your coach and mentor

Executive coaching and executive mentoring

As a result, what many companies call "coaching," others call "mentoring." Even some coaches use the terms interchangeably. Still, coaching and mentoring are each distinctive approaches to executive and leadership development.

EXECUTIVE COACHING
Executive coaches equip you to deal more confidently and competently with critical near-term issues. They help you perfect leadership and management skills that have lasting, immediate impact. Coaching frequently focuses on needs identified in a 360-degree review conducted by the coach, your company, or an external consultant.

EXECUTIVE COACHING (conts)

Executive coaches also provide inspiration, encouragement, and motivation. And they prod you to stay on track with your most vital priorities and objectives

EXECUTIVE COACHING (conts)

Executive coaching centers on outcomes that can be attained in a relatively short period (usually three to six months). As you achieve those outcomes, you may choose to extend the coaching relationship by identifying other areas where executive coaching would benefit you

EXECUTIVE COACHING (conts)

With its focus on discrete, near-term goals, executive coaching is structured to achieve optimal results in a minimum amount of time. Coaching sessions (by phone or in person) occur weekly or bi-weekly, typically lasting from 30 to 90 minutes. More intensive schedules can also be accommodated, including two and three hour sessions or day-long "shadowing" by a coach

PERFORMANCE REVIEW
To constantly check the progress of learner:
 Helps to identify weaknesses and to correct

them
 Helps in not given excess help and to avoid

spoon feeding the learner

 Helps enables low learner to develop

his/her analytical mind and initiative.

MENTORING
There are many different types of mentoring. However, for purpose of this paper, we would consider CORPORATE mentoring. The Corporate mentoring roles are often designed to support specific groups, such as:  New recruits  Graduate trainees

MENTORING
 individuals facing a career change, or redundancy or pre-retirement,  people with a specific desire and motivation to manage their own learning and development,  etc.

EXECUTIVE MENTORING
By contrast, executive mentoring is generally: less structured, longer running, broader in scope, and pursues a more open-ended agenda.

EXECUTIVE MENTORING (conts.)

Executive mentoring often deals with the broader backdrop of your life and career. Executive mentors may help you work toward goals that are both immediate and long-range, including goals that stretch well into the future.
If we think of executive coaching as imparting skills, executive mentoring is focused on imparting wisdom in using your skills.

EXECUTIVE MENTORING (conts.)

Executive mentors deal with such issues as: career satisfaction, professional development, critical life transitions, personal growth creating executive presence, preparing for your next promotion,

     

EXECUTIVE MENTORING (conts.)

becoming comfortable in a new role, keeping life in balance, navigating corporate politics, gaining greater mastery of your leadership and management function,  etc.    

EXECUTIVE MENTORING (conts.)

Mentors frequently double as executive coaches. They also serve as confidants, sounding boards, supportive listeners, guides, and tutors. Compared to an executive coach, your mentor may meet with you less frequently. But mentoring sessions are normally longer and more far-ranging than coaching sessions.

EXECUTIVE MENTORING (conts.)

Because its scope is considerably broader than executive coaching, a mentoring relationship typically lasts at least nine or ten months. Sometimes they last as long as two or three years. Moreover, once a formal mentoring relationship runs its course, many people choose to have occasional "check-up" visits with their mentor for years to come.

Leaders have always turned to trusted mentors:  for counsel, advice, and independent viewpoints.  Indeed, mentoring and medicine are perhaps the oldest "people-helping" professions in the world.  This "people-helping" spirit lives on today in executive mentoring. Mentors play diverse roles in the lives of executives, top managers, professionals, and entrepreneurs.

WHAT MENTORS PROVIDE

Safety: a confidant with whom you can share personal frustrations, fears, uncertainties, or even doubts without worrying about an adverse impact on your career or working relationships. A sounding board: an engaged, supportive listener who poses insightful questions as you talk through tough leadership decisions, new ideas for your business, or life choices outside your executive or professional career.

WHAT MENTORS PROVIDE (conts.)

Perspective: a knowledgeable advisor who understands executive leadership and offers an outside point of view on your business and the dynamics within it. Counsel: an advisor who helps you sort through difficult issues related to ethics, employee relations, the direction of your career, or life outside your business. Coaching: a skilled communicator who shows you how to sharpen the tools most critical for your success.

WHAT MENTORS PROVIDE (conts.)

A Guide: a probing questioner who helps you keep your values aligned, your priorities in order, and your inner life in balance. Frequently a mentor doubles as an executive coach or as a consultant. Indeed, some coaches and corporations use the terms "coaching" and "mentoring" interchangeably.

The Difference Between Coaching and Mentoring

Executive coaching and executive mentoring: Both involve a one-on-one relationship between you and a trusted advisor in a setting of confidentiality, personal development, and collegial respect Commonly the same person may serve as your coach and mentor. As a result, what many companies call "coaching," others call "mentoring." Even some coaches use the terms interchangeably. Still, coaching and mentoring are each distinctive approaches to executive and leadership development.

BENEFITS OF COACHING AND MENTORING

More effective teamwork Improved productivity Reduced conflict Quality enhancement Reduced customer complaints

CONCLUSION
Coaching and Mentoring are simple and practical activities that can be applied to a continuum of situations . The focus for any coaching and mentoring relationship should be on what individuals are learning about themselves and their situation to take control and responsibility for managing their development.