1. What are Coaching and Mentoring?
2. Useful definitions
3. Business coaching & mentoring
4. Skills coaching & mentoring
5. Personal coaching & mentoring
6. Deciding When and How to Coach and Mentor?
7. Is coaching just therapy by another name?
High-performance, contemporary organizations know that acompany is only as good as its employees. They place strong emphasis on personal attributes in selecting and developing staff. However, this does not come without challenges, not least of which may be (significant) gaps in the experience, knowledge, attitudes, skills, aspirations, behaviors, or leadership required to perform demanding jobs. Formal training courses may vaunt wholesale transfer ofthese; but employees will not likely stretch to their full potential
without dedicated guidance that inspires, energizes, and facilitates. In the new millennium, good coaching and mentoring schemes are deemed a highly effective way to help people, through talking, increase self-direction, self-esteem, efficacy, and accomplishments.
Coaching and mentoring can inspire and empower employees,build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge seasoned personnel can pass on.
1 – What are Coaching and Mentoring?
Both coaching and mentoring are processes thatenable both individual and corporate clients to achieve their full potential.
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role.
* Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist theindividual in making real, lasting change.
* Use questioning techniques to facilitate client's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach
* Support the client in setting appropriate goals and methods of assessing progress in relation to these goals
* Observe, listen and ask questions to understand the client's situation* Creatively apply tools and techniques which may include one-to-one training, facilitating, counseling & networking.
* Encourage a commitment to action and the development of lasting personal growth & change.
* Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgmental of the client, their views, lifestyle andaspirations.
* Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship.
* Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals.
* Encourage clients to continually improve competencies andto develop new developmental alliances where necessary to achieve their goals.
* Work within their area of personal competence.
* Possess qualifications and experience in the areas that skills-transfer coaching is offered.
* Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long.
2 . Usefuldefinitions:
* Coaching is…
"a process that enables learning and development to occur and thus performance to improve. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place"
* Mentoring is...
"off-line help by one person to another in...
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