Coaching and Mentoring for High Performance

Coaching and Mentoring for High Performance With the right support the skys the limit!!!

Scott BohlinBellevue University MSOP 610 2016

Hello and welcome to Coaching and Mentoring for High Performance 1

Coaching and Mentoring

Definitions Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual's skills, knowledge or work performance. There are certain differences between the two but they can be used , at times, interchangeably.Coaching: A formally structured association focused on improving behavior and performance to resolve present work issues or handle specific aspects of the job.Mentoring: A more informal association focused on building a two-way, mutually beneficial relationship for long-term career movement.

To begin we must define the main components of our presentation, Coaching and Mentoring

Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual's skills, knowledge or work performance. There are certain differences between the two but they can be used , at times, interchangeably.

-Coaching: A formally structured association focused on improving behavior and performance to resolve present work issues or handle specific aspects of the job.

-Mentoring: A more informal association focused on building a two-way, mutually beneficial relationship for long-term career movement.

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The CoachThe role of the coach is to talk to a person. To develop an action plan and emphasize on instruction, assessing, and monitoring.According to Angus McLeod and Thomas Will in the Performance Coaching Toolkit, Coaching is a facilitation process in which a coach, most often, does not instruct or direct the coachee. Principles and humanity are more important than tools/skills. It is the principles that are the bedrock of excellent coaching.Coaches leave their ego, agenda, and needs at the door in pursuit of the coachees needs.The Three principle coaching instruments are 1. Questioning 2. Silence 3. ListeningA Coach uses questions, challenges, and ensuing silences habitually when coaching to help relay lessons and information to the coachee.

Win big things, don't win trivial things Chris Erickson

The role of the coach is to TALK to a person. To develop an action plan and emphasize on instruction, assessing, and monitoring.According to Angus McLeod and Thomas Will in the Performance Coaching Toolkit, Coaching is a facilitation process in which a coach, most often, does not instruct or direct the coachee. Principles and humanity are more important than tools and skills. It is the principles that are the bedrock of excellent coaching.Coaches leave their ego, agenda, and needs at the door in pursuit of the coachees needs.The Three principle coaching instruments are 1. Questioning 2. Silence 3. ListeningA Coach uses questions, challenges, and ensuing silences habitually when coaching to help relay lessons and information to the coachee.3

The Mentor

A Mentor talks with a person who has identified their needs for a mentoring relationship. The emphasis is on active listening, providing information, making suggestions, and establishing connections.Mentoring is relationship oriented. It provides a safe environment to shares issues affecting success. Specifics being such things as learning goals, competencies, work/life balance, self-confidence, self-perception, and how personal influences the professional.The most important tool is the Mentoring Agreementdeveloped, completed, and signed by both participants. This document formalizes a commitment to the mentoring relationship. Items include individual goals, learning content, a meeting schedule, and communication methods Everyone who makes it has a mentor." , Harvard Business Review

A Mentor talks with a person who has identified their needs for a mentoring relationship. The emphasis is on active listening, providing information, making suggestions, and establishing connections.

Mentoring is relationship oriented. It provides a safe environment to shares issues affecting success. Specifics being such things as learning goals, competencies, work/life balance, self-confidence, self-perception, and how personal influences the professional.

The most important tool is the Mentoring Agreementdeveloped, completed, and signed by both participants. This document formalizes a commitment to the mentoring relationship. Items include individual goals, learning content, a meeting schedule, and communication methods.

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Coach Versus MentorHere are a few differences between Coaching and Mentoring.A coach can be successful in just a short period of time, possibly just a few sessions. Mentoring requires time, time to build a climate of trust so the real issues can be shared that impact the mentorees success. The purpose of coaching is to improve the individual's performance on the job. Mentoring's purpose is to develop the individual for the current job and the future. Coaching can be conducted almost immediately on any given topic. Mentoring requires a design phase, the focus areas of the relationship, mentoring models, and specific components to guide the relationship

Here are a few differences between Coaching and Mentoring.A coach can be successful in just a short period of time, possibly just a few sessions. Mentoring requires time, time to build a climate of trust so the real issues can be shared that impact the mentorees success.

The purpose of coaching is to improve the individual's performance on the job. Mentoring's purpose is to develop the individual for the current job and the future.

Coaching can be conducted almost immediately on any given topic. Mentoring requires a design phase, the focus areas of the relationship, mentoring models, and specific components to guide the relationship.

Take time to look at the next slide for additional information before moving on.5

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Let STEPPA Spell it out for youSTEPPA An acronym that helps a coach be sure the coachee has reached a motivated and sustainable strategy for success.Subject- Confirming the focus of discussion and aspects of any contract.Target objective- refining a target so it becomes sustainable. Emotion- developing emotional leverage.Perception- extending choice and increasing the conscious perception of the coachee.Plan- developing a realistic process by which the target will be achieved.Pace- check that the process was developed and the plan is realistic.Act/Amend- check that outcomes are satisfied and make a commitment to go ahead.

STEPPA An acronym that helps a coach be sure the coachee has reached a motivated and sustainable strategy for success.

Subject- Confirming the focus of discussion and aspects of any contract.

Target objective- refining a target so it becomes sustainable

Emotion- developing emotional leverage.

Perception- extending choice and increasing the conscious perception of the coachee.

Plan- developing a realistic process by which the target will be achieved

Pace- check that the process was developed and the plan is realistic

Act/Amend- check that outcomes are satisfied and make a commitment to go ahead

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In closing Coaching and mentoring is the modern, effective way to get the most from your employees; keeping them committed, active, and successful members of the team. At the same time being a successful coach and mentor gives your employees the tools and skills to become the next generation of leaders, to take the company to ever greater business heights, and to build on their own personal success stories.

Thank you

Coaching and mentoring the modern, effective way to get the most from employees; keeping them committed and successful members. At the same time a successful coach and mentor gives employees the skills to be the next generation of leaders, to take the company to ever greater business heights, and to build on their own personal success stories.

This concludes the presentationThank you for your time8

ReferencesLeadership as a Contact Sport, Goldsmith, Marshall ; Morgan, Howard . Leadership Excellence 22.8 (Aug 2005): 6-7.Conference Board, Goldsmith, Marshall 1,2 Review. Jan/Feb2007, Vol. 44 Issue 1, p27-31. 5p.Performance Coaching Toolkit, McLeod, Angus / Thomas, WillMentoring Versus Coaching: Whats the Difference?, Friday, August 08, 2014 - by Annabelle Reitman, Sylvia Ramirez Benatti Try feedforward instead of feedback, Goldsmith, Marshall . The Journal for Quality and Participation 26.3 (Fall 2003): 38-40.THE BUDDHIST IN THE BOARDROOM - STAR CEO COACH MARSHALL GOLDSMITH ON HOW TO GET BETTER - AND MAKE YOUR WORKPLACE HAPPIER; MISTER NICE GUY; MARSHALL GOLDSMITH MAKES A MINT COACHING TOP EXECUTIVES, BUT HE REALLY JUST WANTS US ALL TO GET ALONG, Erikson, Chris . New York Post [New York, N.Y] 12 Feb 2007: 041Expanding the Value of Coaching, Goldsmith, Marshall, The Journal for Quality and Participation35.1 (Apr 2012): 29-32.