Executive Coaching and Mentoring.33

8/4/2019 Executive Coaching and Mentoring.33

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EXECUTIVE COACHING ANDMENTORING

BYAHMED ABDULCENTRE FOR MANAGEMENT DEVELOPMENTKANO AREA OFFICEF1, ALLIANCE BUILDING

(former AIRPORT ROAD), KANO


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LEARNING OBJECTIVESAt the end of the session, participantswill be able to:

define executive coaching andmentoring,

state why (reasons) coaching andmentoring are necessary, and

state the benefits of coaching andmentoring


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COACHING

Coaching is a training function Coaching is an effective means of

developing people on the job through

- direct discussion- initiation- planned activity

The main aim of coaching an individual

and/or group is to solve a problem;perform a task: on the job activity


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(Verb) coach describes it as:

to tutor

to train

to give hints

to prove with facts

a development activity


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Coaching helper (coach/manager) - shows others what they do wrong and

how to put it right

- takes responsibility for guiding others tosee coachs point of view

- uses his/her skills to help others get bestadvice and guidance

Coaching is, therefore, plannedsystematically to be successful anddesigned to improve the skilledperformance of another person.


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COACHING PROCESS Systematically planned: step by step process

Basic Steps

Recognising opportunity to coach:- Awareness of opportunity to coach- Seize learning opportunities- Smart to recognize coaching opportunity

- Manager must possess technical and/orprofessional competence- Must be thorough and competent


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Opportunity may arise from

- Introduction of new products/

services

- Special assignments

- Job changes

- New employments.


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Identify Resources Human - Competent coach to handle coaching

assignment. Information on weak areas to

address current status of one to be coached Time Place Financial Requirement Individual/group/team.


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Climate Setting

INDIVIDUAL

- Conducive and right climate set

ORGANIZATIONAL LEVEL

- Learner must be happy/satisfied

- Good frame of mind.

Develop Helping Relationship

Cordial between coach and the learner. Coach mustestablish level of trust. Coach must be competent.


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Provision of Help

Only when necessary

Review Learning

To ensure there are improvements To ensure learning has taken place

Compare new performance standards with lastlearning goals.

If objectives have been met, then learning has taken

place. Otherwise, more efforts must be put into the

coaching to achieve desired results.


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Confirmation of new Competence

Met objectives confirm newcompetence.

Learner can function on his own.


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WHY UNDERTAKE COACHING?

1. Management Process - integral part

of Supervisors job to give continuous

support and guidance to achieveorganizations goals/ objectives.

2. Standards

3. Reputation


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WHY UNDERTAKE COACHING?

4. Achievement

5. Removing difficulties

6. Time for other pressing/seriousissues

7. Organizational growth due toimproved performance

8. Theory into Practice links academicworld of theory with the real world ofuncertainty, change and challenges.


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IS COACHING A FORM OF CONSULTING?

While there is a consulting element incoaching, executive coaches play a rolethat is distinctly different from consulting.

Consultants and coaches both help youbuild the business you want. Coaches,however, also help you have the life youwant.

The consultant's specialty is informationand insight. Coaches are more concernedwith performance, perspective, balance,focus, and inspiration.


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IS COACHING A FORM OF CONSULTING?

Consulting is largely a cognitivefunction, serving the head. Coaching

is commonly more of a heartfunction, making sure that you stayaligned with your core values andyour deeply-held aspirations.

Consultants bring you expertise.Coaches mature your own expertise.


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Executive coaching and

executive mentoring Both involve a one-on-one

relationship between you and a

trusted advisor in a setting ofconfidentiality, personal development,and collegial respect. Commonly thesame person may serve as your

coach and mentor


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Executive coaching and

executive mentoring As a result, what many companies

call "coaching," others call

"mentoring." Even some coaches usethe terms interchangeably.

Still, coaching and mentoring areeach distinctive approaches to

executive and leadershipdevelopment.


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EXECUTIVE COACHING Executive coaches equip you to deal

more confidently and competently

with critical near-term issues.

They help you perfect leadership andmanagement skills that have lasting,immediate impact.

Coaching frequently focuses on needsidentified in a 360-degree reviewconducted by the coach, your

company, or an external consultant.


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EXECUTIVE COACHING (conts) Executive coaches also provide

inspiration, encouragement, and

motivation. And they prod you to stayon track with your most vitalpriorities and objectives


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EXECUTIVE COACHING (conts) Executive coaching centers on

outcomes that can be attained in a

relatively short period (usually threeto six months).

As you achieve those outcomes, youmay choose to extend the coaching

relationship by identifying other areaswhere executive coaching wouldbenefit you


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EXECUTIVE COACHING (conts) With its focus on discrete, near-term goals,

executive coaching is structured to achieveoptimal results in a minimum amount of

time.

Coaching sessions (by phone or in person)occur weekly or bi-weekly, typically lastingfrom 30 to 90 minutes.

More intensive schedules can also beaccommodated, including two and threehour sessions or day-long "shadowing" by acoach


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PERFORMANCE REVIEW

To constantly check the progress of

learner:

Helps to identify weaknesses and to correct

them

Helps in not given excess help and to avoid

spoon feeding the learner

Helps enables low learner to develop

his/her analytical mind and initiative.


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MENTORINGThere are many different types ofmentoring. However, for purpose ofthis paper, we would consider

CORPORATE mentoring.The Corporate mentoring roles areoften designed to support specificgroups, such as:

New recruits

Graduate trainees


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MENTORING individuals facing a career change, or

redundancy or pre-retirement,

people with a specific desire andmotivation to manage their ownlearning and development,

etc.


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EXECUTIVE MENTORINGBy contrast, executive mentoring isgenerally:

less structured, longer running,

broader in scope, and

pursues a more open-ended agenda.


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EXECUTIVE MENTORING

(conts.) Executive mentoring often deals with

the broader backdrop of your life and

career. Executive mentors may help you

work toward goals that are bothimmediate and long-range, including

goals that stretch well into the future. If we think of executive coaching as

imparting skills, executive mentoring isfocused on imparting wisdom in usingour skills.


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EXECUTIVE MENTORING

(conts.)Executive mentors deal with such issuesas:

career satisfaction,

professional development, critical life transitions, personal growth creating executive presence,

preparing for your next promotion,


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EXECUTIVE MENTORING

(conts.) becoming comfortable in a new role, keeping life in balance, navigating corporate politics,

gaining greater mastery of yourleadership and management function,

etc.


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EXECUTIVE MENTORING

(conts.) Mentors frequently double as executive

coaches.

They also serve as confidants, soundingboards, supportive listeners, guides, andtutors.

Compared to an executive coach, yourmentor may meet with you less frequently.

But mentoring sessions are normally longerand more far-ranging than coachingsessions.


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EXECUTIVE MENTORING

(conts.)

Because its scope is considerably broaderthan executive coaching, a mentoring

relationship typically lasts at least nine orten months. Sometimes they last as long astwo or three years.

Moreover, once a formal mentoringrelationship runs its course, many peoplechoose to have occasional "check-up" visitswith their mentor for years to come.


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Leaders have always turned to trustedmentors:

for counsel, advice, and independent

viewpoints. Indeed, mentoring and medicine are

perhaps the oldest "people-helping"professions in the world.

This "people

-helping" spirit lives on today inexecutive mentoring. Mentors play diverse

roles in the lives of executives, topmanagers, professionals, andentrepreneurs.


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W

HAT MENTORS PROVIDE Safety: a confidant with whom you can

share personal frustrations, fears,uncertainties, or even doubts without

worrying about an adverse impact on yourcareer or working relationships.

A sounding board: an engaged,supportive listener who poses insightful

questions as you talk through toughleadership decisions, new ideas for yourbusiness, or life choices outside yourexecutive or professional career.


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W

HAT MENTORS PROVIDE (conts.) Perspective: a knowledgeable advisor who

understands executive leadership andoffers an outside point of view on your

business and the dynamics within it. Counsel: an advisor who helps you sort

through difficult issues related to ethics,employee relations, the direction of yourcareer, or life outside your business.

Coaching: a skilled communicator whoshows you how to sharpen the tools mostcritical for your success.


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WHAT MENTORS PROVIDE (conts.)

A Guide: a probing questioner whohelps you keep your values aligned,your priorities in order, and your

inner life in balance. Frequently a mentor doubles as an

executive coach or as a consultant.Indeed, some coaches andcorporations use the terms "coaching"and "mentoring" interchangeably.


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The Difference BetweenCoaching and Mentoring

Executive coaching and executive mentoring:

Both involve a one-on-one relationship between youand a trusted advisor in a setting of confidentiality,personal development, and collegial respect

Commonly the same person may serve as your coachand mentor.

As a result, what many companies call "coaching,"others call "mentoring." Even some coaches use theterms interchangeably.

Still, coaching and mentoring are each distinctiveapproaches to executive and leadership development.


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BENEFITS OF COACHING ANDMENTORING

More effective teamwork

Improved productivity Reduced conflict

Quality enhancement

Reduced customer complaints


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CONCLUSION

Coaching and Mentoring are simpleand practical activities that can beapplied to a continuum of situations .

The focus for any coaching andmentoring relationship should be onwhat individuals are learning aboutthemselves and their situation to takecontrol and responsibility formanaging their development.


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Executive Coaching and Mentoring.33

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