Does Your Business Need Coaching or Mentoring ?
Below are some examples of differences between coaching and mentoring. Most non-profit organizations offer mentoring, not coaching. Coaching requires a very knowledgeable experienced coach trained in many facets of teaching, psychology, and business success. A coach speaks frankly and straightforward. A coach wants you to be successful.
Here are some differences:
Coaching is task oriented. The focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically.
Mentoring is relationship oriented. It seeks to provide a safe environment where the mentoree shares whatever issues affect his or her professional and personal success.
Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions.
Mentoring is always long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust that creates an environment in which the mentoree can feel secure in sharing the real issues that impact his or her success.
Coaching is performance driven. The purpose of coaching is to improve the individual’s performance on the job. This involves either enhancing current skills or acquiring new skills.
Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for the future. T
Coaching does not require design. Coaching can be conducted almost immediately on any given topic.
Mentoring requires a design phase in order to determine the strategic purpose for mentoring, the focus areas of the relationship, the specific mentoring models, and the specific components that will guide the relationship, especially the matching process.
When to consider coaching:
When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager
When a company has a number of talented employees who are not meeting expectations
When a company is introducing a new system or program
When a company has a small group of individuals (5-8) in need of increased competency in specific areas
When a leader or executive needs assistance in acquiring a new skill as an additional responsibility
When to consider mentoring:
When a company is seeking to develop its leaders or talent pool as part of succession planning
When a company seeks to develop its diverse employees to remove barriers that hinder their success
When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies
When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations
When a company wants to create a workforce that balances the professional and the personal