Coaching and mentoring September 2014

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Coaching and mentoring

by Toronto Training and HR

September 2014

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CONTENTS3-4 Introduction5-6 Definitions7-8 Manager-as-coach9-10 Executive coaching11-12 Formal mentoring13-14 Coaching practices to master15-16 Being an effective coach17-18 Coaching considerations for the independent

operator19-20 How much do external coaches cost?21-22 Managing different types of change resistance23-24 Key considerations for change 25-29 Breaking through the behaviour barriers holding

back executives30-31 Skills needed by a mentor32-33 Mentoring techniques34-38 Establishing mentoring in the organization39-40 Creating a modern mentoring program41-42 What should mentors and mentees include in

their contracts?43-44 Generational differences around mentoring

45-46 Pressure points which can undo mentoring47-48 Common mistakes made by mentors

49-50 Conclusion, summary and questions

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Introduction

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Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

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Definitions

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CoachingMentoringCoachMentor

Definitions

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Manager-as-coach

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DefinitionPurposePracticeResearch

Manager-as-coach

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Executive coaching

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DefinitionPurposePracticeResearch

Executive coaching

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Formal mentoring

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DefinitionPurposePracticeResearch

Formal mentoring

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Coaching practices to master

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Attentive listeningBody languageExploratory questionsFeedback and follow-up

Coaching practices to master

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Being an effective coach

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Relate well to produce real resultsBoost that ego strengthLet your character flourish

Being an effective coach

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Coaching considerations for the independent operator

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Foundational skillsProduct informationEmployee empowerment

Coaching considerations for the independent operator

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How much do external coaches cost?

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10 one hour sessionsCEOManagerBusiness owner or entrepreneurTeam leaderEmployee without management responsibilities

How much do external coaches cost?

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Managing different types of change

resistance

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ComplacencyResignationCynicism

Managing different types of change resistance

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Key considerations for change

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Convey change as positiveCoach to comfortable levels of acceptanceBe prepared to be challengedListen at different levels

Key considerations for change

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Breaking through the behaviour barriers

holding back executives

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Identify the behaviours that are holding the leader back from achieving key results-this assessment can be done by hiring an executive coach to implement a 360 survey, who may conduct one-on-one interviews with each of the people who work most closely with the top leader

Breaking through the behaviour barriers holding back executives 1 of 4

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Share the results with the leader and decide upon the plan of action, which would ideally be implemented during the next nine monthsInclude four to seven other peers, colleagues, bosses and direct reports as part of the coaching processGet honest feedback every 30 days and watch changes occur within all who are involved, not just the leader

Breaking through the behaviour barriers holding back executives 2 of 4

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Ask each of the influencers this question:“If you could master one behaviour that would make the biggest impact in your work with others inside and outside the organization, what would it be?”

Breaking through the behaviour barriers holding back executives 3 of 4

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Then ask them to make four commitments:1. Let go of the past with my client2. Support and encourage my client3. Be willing to give honest feedback every 30 days to my client 4. Pick a behaviour to change

Breaking through the behaviour barriers holding back executives 4 of 4

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Skills needed by a mentor

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Listening skillsQuestioning skillsAdvising skillsStorytelling skillsResourcing skills

Skills needed by a mentor

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Mentoring techniques

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AccompanyingSowingCatalyzingShowing

Mentoring techniques

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Establishing mentoring in the organization

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Accept mentored learning as integral to the success of an organization from the ground upIdentify areas within the organization where mentored training is required - and find the mentored learning strategy that is most appropriate to the needs of the organization

Establishing mentoring in the organization 1 of 4

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Integrate a mentored learning program that operates in harmony with organisational workflowEncourage managers to remove any stigmas surrounding mentoring in the workplace, and allow them to embrace mentored learning as pragmatic and designed for skills improvement

Establishing mentoring in the organization 2 of 4

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Equip mentors with the requisite tools to carry out their role effectively, such as the latest range of collaborative workflow systems-allow training departments to integrate a clear, simple structure to allow managers who have never engaged in mentored activity before to embrace it with confidence

Establishing mentoring in the organization 3 of 4

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Monitor every step of the mentoring process to ensure effective collaboration and participation between mentors and mentees and evaluate program results to ensure skills targets are achieved

Establishing mentoring in the organization 4 of 4

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Creating a modern mentoring program

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Concepts to considerOpen and egalitarianDiverseFlexibleSelf-directed and personal

Creating a modern mentoring program

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What should mentors and mentees include in

their contracts?

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A promise to meet regularlyA promise to focus during the meetingA promise to focus on discussing businessA promise to speak honestlyA promise to speak fairly

What should mentors and mentees include in their contracts?

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Generational differences around

mentoring

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MillennialsGeneration YGeneration XBaby boomers

Generational differences around mentoring

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Pressure points which can undo mentoring

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SupportPotentialLeadershipOutcomesMeasurement

Pressure points which can undo mentoring

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Common mistakes made by mentors

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Mentors don’t understand their rolesOrganizations mismatch mentors and menteesOrganizations pick the wrong menteesOrganizations let the programs go unattended

Common mistakes made by mentors

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Conclusion, summary and questions

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Conclusion, summary and questions

ConclusionSummaryVideosQuestions