not only leads to performance and business results gains, but also improvements
in relating to team members as well as encouraging continuous improvement.
Coaching is the core of both continuous improvement and professional
development, as managing relationships improves both efficiency and
effectiveness, since it links the people-based elements with the task-based
elements within the process.
Oftentimes, I’ve heard in practice coaching and mentoring used as
interchangeable terms, as they both impact professional development, although
there are clear differences- namely approach, temporal, and leader involvement.
It is not usual to find that someone plays the role of both a coach and mentor,
but coaching requires skills beyond that of mentoring (Dalakoura, 2009).
Coaching involves a different mode of listening compared to mentoring, as
employees need guidance in raising their own self-awareness and motivation,
which goes beyond the knowledge and experience shared in mentoring (Hicks and
McCracken (2009).
Listening to employees is crucial in guiding my decisions in choosing between
the three types of coaching I apply in my position: performance coaching,
behavioral coaching and developmental coaching; these choices impact how
employees' leadership development is applied at the line level. Self-development
is a major advantage of coaching. Dalakoura (2009) stated this self-development
is important, as it promotes continuous learning, and it's not just a matter of
leaders themselves initiating development, but development is encouraged by
employees, other managers and HR leaders as part of a system. Coaching is a tool
that helps others succeed, as Berg and Karlsen (2007) explained, since it
fosters self-confidence and contributing to actions that create results; thus,
coaching is action-oriented. They went on to state coaching challenges employees
to develop their personal goals, strategies, and achieve results now and in the
future, supporting- but not directing- employees.
Whereas coaching techniques involve guiding employees by clarifying ambivalence,
finding exceptions and summarizing, which fosters employees' self-discovery,
mentoring involves giving advice based primarily on the mentor's own experience,
values and beliefs (Hicks and McCracken, 2009). MacLennan (1995) explained
coaching is a relationship with someone to learn with, whereas mentoring is a
relationship with someone to learn from. Also, MacLennan made a distinction in
the level of involvement, as he stated no one can unknowingly be a coach,
whereas someone can unknowingly be a mentor. Although coaching can last for
extended periods, it is in practice temporary, and mentoring is often a
long-term approach used to sustain the gains from coaching.
What are your thoughts?
References:
Berg, M. E., & Karlsen, J. T. (2007). Mental models in project management
coaching. Engineering Management Journal, 19(3), 3-13. Retrieved from
http://search.proquest.com/docview/208964459?accountid=29086?accountid=29086
Dalakoura, A. (2010). Differentiating leader and leadership development. The
Journal of Management Development, 29(5), 432-441. doi: http://dx.doi.org/10.1108/02621711011039204
Hicks, R., & McCracken, J. (2009). Mentoring vs. coaching-do you know the
difference? Physician Executive, 35(4), 71-73. Retrieved from
http://search.proquest.com/docview/200000273?accountid=29086?accountid=29086
MacLennan, N. (1995). Coaching and mentoring. Brookfield, VT: Gower.
