Coaching and Mentoring
What’s the difference between Coaching and Mentoring?
While the two concepts are definitely similar, there are differences. Coaching usually has a limited timeframe, is more structured and formal than mentoring and is focused on specific abilities instead of more general workplace learning.
Coaching is all about providing feedback and support for an employee to grow and develop. Good coaching means asking rather than telling, spurring thought instead of giving directions. And it’s underpinned by trust and accountability.
So how do you do employee coaching?
Learn the Basics
The first thing to know is that employee coaching is about the relationship between an employee and their coaching superior, and like all relationships it’s one built on mutual trust — trust both sides must have in order to get the buy-in the coaching needs to succeed. This is true whether the coaching is targeted to improve an employee’s flagging performance, or is about more general performance growth.
Clearly identify the “why” behind the coaching. Getting both coach and coachee on the same page here is vital for securing the necessary commitment. For things to really work, the coachee will need to have some self-awareness of what they want to change or improve/grow into. And you’ll want to set clear goals and win-states to know when the results you both want are achieved (see below).
#3 For Performance Issues, Identify and Recognize
This is an offshoot of communication that applies for coaching when problematic performance must be improved. The key is to state that concern and gain acknowledgment. Coaches should give examples of the issue, state their expectations and, to win commitment, ask the employee for their take on the issue and if they agree it is a problem to be improved.
#4 Be Solution Agnostic
Whatever solution works is a good solution. In other words, don’t enter the coaching relationship with preset ideas about which solutions you’ll want to deploy to reach the coaching goals. When discussing the way to achieve your desired goals/results, ask open-ended questions and be receptive to solutions that may require some small amount of risk-taking (for example, ones that may require more time investment).
#5 Be the Maestro
You don’t have to be the best at everything as a coach. You just need to be able to see things from a wider perspective, and orchestrate the assistance and resources the employee needs. In other words, be the maestro — this lets you maximize the pupil’s potential.
Our programmes revolve around 3 elements that are Culture, Goals and Leadership. We work closely with you to develop programme framework that provide the right dose of interactions and impact that help develop the right skills and behaviour for people to perform at their best. What’s more important is that we emphasise on the 50% of follow up and coaching session to make it last.