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Coaching and Mentoring

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Coach for goals, aligned with bus objectives. Review perf contract. Reward performance ... Coach or Mentor. Full time practitioner or adding competencies to ... – PowerPoint PPT presentation

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Title: Coaching and Mentoring


1
Coaching and Mentoring
  • February 2009

2
Agenda
  • 8.50am 10am
  • What is Coaching?
  • An Overview of Coaching what happens in a
    session?
  • Coaching for Leadership and Performance
  • 10.10am 11.30am
  • What is Mentoring?
  • An Overview of Mentoring for Succession and
    Growth
  • When do you need Coaching and Mentoring?
  • 11.50am 12.55am
  • Benefits of Coaching and Mentoring
  • Dos and Donts
  • Critical Success Factors

3
Coaching
COMENSA Definition A professional, collaborative
and outcomes-driven method of learning that seeks
to develop an individual and raise self-awareness
so that he or she might achieve specific goals
and perform at a more effective level.
4
Coaching
  • A skilled conversation which enables the client
    to
  • Develop and clarify their goals / desired state
  • Clarify their current reality
  • Develop ideas and options
  • Develop action plans which will lead to results

5
Coaching is about moving
FROM
TO
DESIRED STATE
CURRENT STATE
New Way Of Being
Current Way Of Being
Where do you want to be?
Where are you now?
What can you do to get there?
Egan
6
Coaching is
Creating awareness Facilitating
learning Releasing potential Enabling learning
change By providing a new perspective -
another way of thinking
The coachs primary responsibility is not to
teach but to facilitate learning (Myles
Downey)
7
Kolbs Adult Learning Cycle
Concrete Experience
Feeling
Reflective Observation
Active Experimentation
Watching
Doing
Thinking
Abstract Conceptualisation
8
How we see ourselves
9
Potential and Performance
PERFORMANCE
THINKING Limiting beliefs Limiting
Assumptions Mental models Paradigms
FEELINGS Negative inner dialogue Confusion, Lack
of focus Being overwhelmed Fear anxiety
Competence
I N T E R F E R E N C E
POTENTIAL
10
An Overview of Coaching
11
Coaching
  • Fishbowl coaching 10 mins
  • What happened?

12
The Skilled Coach Model
Stage 2 CURRENTSCENARIO
Stage 1 PREFERRED SCENARIO
Whats the present state of affairs?
What do I need / want ?
How do I get what I want / need?
Stage 3 ACTION SCENARIO
Adapted from Egan
13
Coaching Models
A coaching model provides structure and process
It outlines what to do, when.. A series of
events..
GROW (Goals, Reality, Options, Wrap
up/Will) CLEAR (Contract, Listen, Explore,
Actions, Review) SOAR (Story, Options, Actions,
Review) ARROW (Aims, Reality, Reflections,
Options, What next) POWER (Purpose, Objectives,
Whats happening, Empower, Review) CREATE
(Current Reality, Explore Alternatives, Tap their
Energy) ACHIEVE (Assess current situation,
Creative brainstorming,
Hone goal, Initiate option generation, Evaluate
options, Valid action,
Encourage momentum 5A (Aims, Awareness,
Analysis, Action, Assessment)
14
Coaching Session
10 Connect Reflect Contract Programme
Session goals Agreement
10 Review Reflect
80 The Session GROW
Prepare and Be Present
Prepare and Be Present
Reflect Write up Send report Take actions Prepare
Prepare and Be Present
Reflect Write up Send report Take actions Prepare
Take action steps
Take action steps
15
Coaching Programme
INTAKE SESSION CONTRACTING
Begin with the end in mind First things first
EXPLORING GOALS
AGREEING GOALS
REVIEW
16
Coaching Skills
Creating a thinking space Coaching with heart
backbone
QUESTIONS Appreciative inquiry Incisive
questions Open to explore, Closed to guide
LISTENING To be with, understand, have empathy
SILENCE Space to think
CHALLENGE Reflection Observation
Feedback Limiting assumptions Mental models
Blind spots
17
Coaching in Groups
  • TEAM COACHING
  • Team works together to develop outcomes, and
    actions to achieve them. Participants can
    utilise team coaching skills with their teams.
    Facilitated by a team coach

Collective Goal
18
Coaching in Groups
  • COLLECTIVE COACHING
  • Team works together to practice coaching skills
    while working on real problems. Participant
    presents goal or issue and the team coaches
    he/she through to action plan.

19
Coaching for Effective Communication
  • Valuing Diversity

Conflict Management
20
Leadership Coaching
  • Leadership Styles
  • Situational Leadership

21
Leadership Styles
TASK
RELATIONSHIP
COACHING
AFFILIATIVE
PACE SETTING
AUTHORITATIVE
AUTOCRATIC COERCIVE
DEMOCRATIC PARTICIPATIVE
22
Situational Leadership
TASK BEHAVIOUR (Guidance)
Low
High
High
SUPPORT
SELL
RELATIONSHIP BEHAVIOUR (Support)
LEADER
DELEGATE
TELL
Low
FOLLOWER
PERFORMANCE READINESS LEVEL
Adapted from Blanchard and Hersey
23
Situational Leadership
Being able to choose and decide to respond in a
particular way in a particular situation
Being sensitive to what is happening
OBSERVING Making sense of what is happening
INTERPRETING Choosing how to respond
DECIDING Being able to respond
differently FLEXIBILITY Thinking
about what happened REFLECTING
Response 1
Stimulus
Response 2
24
Coaching for Performance
1. Approval of business objectives
5. FORMAL COACHING Coach for performance
review Ongoing assessment feedback Identify
development areas Personal development plan
2. FORMAL COACHING Coach for goals, aligned
with bus objectives Review perf contract Reward
performance
CONTINUOUS ONGOING COACHING AND DEVELOPMENT
4. FORMAL COACHING Coach for goals Review perf
contract Identify dev areas Agree new contract
3. FORMAL COACHING Coach for performance
review Ongoing assessment feedback Identify
development areas Personal development plan
REVIEW BUSINESS OBJECTIVES
Mid year Organisation Talent review Succession
planning
25
In Pairs
  • Choose an area linked to your performance and ask
    the following three questions of each other 5
    mins each
  • Whats working?
  • Whats not working?
  • What would you like to do differently?
  • Group reflection

26
Mentoring
COMENSA Definition Mentoring is a partnership
in which a mentee is assisted in making
significant advances in knowledge, perspective
and vision in order to develop their full
potential the mentors wisdom is utilised by
the mentee to facilitate and enhance new
learning and insight.
27
Types of Mentors
  • Corporate Mentor
  • General vs expert - Induction, strategy, career,
    executive, skills mentor
  • Academic Mentor
  • Guide delegate through a qualification programme
  • Community Mentor
  • For youth, families, health - often situations
    where individual is disadvantaged

28
Mentoring And Coaching
More directive
Less directive
Similar skills
COACHING
MENTORING
Domain specific Transfer of knowledge
skills Wisdom experience Network access
Non domain specific Facilitation of
learning Expertise as coach Often external
29
The Spectrum Of Skills
COACHING

NON-DIRECTIVE
Listening
Questioning Reflecting
Paraphrasing
Summarising
Making suggestions
Giving feedback Offering guidance
Giving advice Instructing
DIRECTIVE
PULL Helping someone solve their own problem
PUSH Solving someones problem for them
MENTORING
30
Mentoring for Succession and Growth
  • Mentor to enhance the individuals knowledge,
  • skills, values and attitudes in a selected career
    path
  • Utilise the talents within the organisation!

31
4 Models Of Mentoring
Highly Structured
Managing change Working towards Specific
objectives
Getting ready for job Succession planning
STRUCTURE
Off the cuff Managing change
Friendship Life mentoring Personal growth
Virtually no structure
Short term spontaneous
Long term (for life!)
TIME
32
Mentoring Process for Organisation
  • Develop a Mentoring Strategy
  • Identify stakeholders
  • Appoint Mentoring Co-ordinator
  • Identify mentees
  • Develop a profile for potential mentors
  • Only recruit those who are keen!
  • Train mentors
  • Match mentee with mentor allow choice
  • Hold regular mentoring sessions
  • Supervise mentor
  • Has intervention achieved intended outcomes?

33
Mentoring Programme - Mentor
Informal ongoing relationship
End relationship
Re-contract
Begin with the end in mind First things first
34
Mentor Attributes
KNOWLEDGE
About self and others about mentee
individuals programme of development Organisati
on culture Industry People power, networks
EXPERIENCE
Relevant experience life, relationship, careers,
syllabus
35
Mentors Roles
THE MENTOR PLAYS 7 ROLES IN THE MENTORING
RELATIONSHIP The Sponsor The Teacher The
Facilitator The Connector or Networker The Source
of Information The Advisor The Nurturer
36
Organisational Outcomes
HAVE
Personal Contribution
Behaviour
DO
Decisions made
Interactions with others
Use of time
Feelings
BE
Values beliefs
Thinking
Level of awareness
37
When is Coaching and Mentoring needed?
  • For targeted, individualised, just-in-time
    development
  • Align values and vision throughout organisation
  • Manage change and transition effectively
  • To support and sustain training initiatives
  • Talent retention and development, for succession
  • Develop leadership competencies
  • Transform potential to improved performance

What situations are more suited to coaching or
mentoring?
38
Delivers tangible benefits to individuals
and organisations (99)
Effective way of learning in organisations (96)
BENEFITS OFCOACHING (CIPD)
Coaching mentoring are key mechanisms for
transferring learning from training courses
back to the workplace (93)
Positive impact on an organisations bottom line
(92)
CIPD 2004
39
Benefits Of Coaching and Mentoring
  • INDIVIDUAL
  • Learn to solve own problems
  • Improve interpersonal skills
  • Able to identify and act on own
  • development needs
  • Greater self confidence and self
  • esteem
  • Be more positive and assertive
  • Greater self awareness
  • Gain new perspectives and
  • ways of thinking
  • Acquire new skills abilities
  • Develop adaptability for change
  • Improve work / life balance
  • Reduce stress levels
  • ORGANISATION
  • Improve productivity, quality,
  • customer service
  • Gain increased employee
  • commitment retention
  • Demonstrate commitment to
  • employees developing them
  • improving skills
  • Support newly promoted
  • employees
  • Change culture of org less toxicity
  • Support other training
  • initiatives

40
Critical Success FactorsDos and Donts
  • Do
  • Ensure external service providers can provide
    references, and proof of adequate training and
    experience
  • Consider all factors within organisation, that
    would be affected by coaching and mentoring
  • Utilise a coaching or mentoring approach only
    when appropriate!
  • Dont
  • Rush the process
  • View coaching and mentoring to fix people

41
Critical Success FactorsCoaching and Mentoring
in Context
Coach/Mentor attributes
Client attributes
Outcomes of intervention
Process
Context for coaching/ mentoring
42
Critical Success FactorsPhases within a
Programme
Co-creation Planning and Preparation Implementatio
n Measurement and evaluation
43
Integral leadership has as an aim to-
Skillfully and successfully navigate
to-days leadership landscape.
44
Latest Trends in Coaching and Mentoring
  • Coaching 2nd fastest growing profession
    globally
  • Supply variety of skill levels and experience
  • Demand discerning clients who want advice,
    quality control and benchmarking
  • Professional organisations representative of C
    and M
  • Mentoring retirement, cutbacks, access to IT,
    globalisation

45
How to become a Coach or Mentor
  • Full time practitioner or adding competencies to
    your current skill set?
  • Certificate, Diploma, Masters Degree,
  • In-house programme tailored to organisational
    needs
  • Explore the standards of professional competence
    COMENSA, ICF, EMCC what accreditation would
    you like?
  • Talk to professionals in the industry

46
Coaching and Mentoring for SMMEs
  • The just-in-time development approach, with a
    client-centered focus.
  • The flexibility of the process it can be
    combined with many learning and development
    initiatives.
  • Mentoring enables internal transfer of
    organizationally specific skills and knowledge in
    a sustainable manner.

47
Thank You
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