Coaching is different than mentoring: Understanding the style and listening differences

Coaching fits in well with a systems/process view of work, as effective coaching
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.

7 points for coaching colleagues: Breaking down barriers with even difficult peers

Many of us experience, or hear stories of, challenging colleagues making meetings longer, cornering us in hallways, elevators and even through instant messaging, and creating havoc at the water cooler. For instance, in the clip below from the movie “Office Space”, Milton corners Peter on the phone regarding various issues. More often, though, helping colleagues is not so dramatic, as they seek our input, feedback and encouragement. Breaking down barriers through clear communication and empathy is crucial to developing and sustaining relationships critical to being a successful team.

Relationships drive results, so understanding how to effectively adopt a coaching process to dealing with colleagues provides a supportive and collaborative process to identify, define, tackle and work through issues. Coaching colleagues facilitates a positive, inspiring and collaborative work culture and team orientation.

The dynamics of coaching colleagues are different than coaching subordinates or supervisors.  In all three cases, the goal of coaching is leveraging relationships to improve results by empowering those coached to take responsibility for solutions.  However, the coaching approach for peers integrates the coach’s role on the team as well into coaching process, as that affects how we manage conflict, communication, and provide feedback as well as encouragement.

Our role as coaches isn’t to take over issues, rather we should listen, ask and respond in ways that allow our colleagues to consider options and retain responsibility for the solutions. Questions, not statements, empower and guide them towards solutions. For instance instead of laying out options, consider asking them what they have done so far as well as what else they could do.

We can also use questions as a way of augmenting how we provide feedback, thus leveraging developmental opportunities.  Timing is everything, so effective feedback for peers builds upon a relationship involving frequent communication to recognize timely and relevant opportunities. The slides below guide how we can more effectively provide feedback.

 

 

The team element is important when coaching colleagues. Dr. Marie McIntyre identified six roles crucial to successful teams. Click here to review the roles she describes, as understanding these roles, especially as they relate to strengths and challenges, help us empathize  with and support colleagues more directly.

Below are seven points to consider when coaching colleagues:

1.       Focus on them instead of you. Listen and ask questions, but don’t direct or micromanage. It’s about relating to their needs and skills, so that they can own and tackle challenges.

2.       Be authentic. Clearly communicate your points, instead of generalizing, sugarcoating or being overly negative.

3.       Empathize. Listen first, engage, and seek to understand instead of judging.

4.       Recognize your right role on the team at the right time. Understand the strengths and challenges of your role so your team can become more collaborative and productive.

5.       Provide constructive feedback. It’s not about criticism, rather it’s about dealing with issues and

6.       Engage in day-to-day coaching instead of non-stop evaluation. Providing constant advice leads to micromanagement, and coworkers don’t typically appreciate non-stop evaluation.

7.       Coaching is not counseling. Coaching’s focus is on performance-related issues, but you should support coworkers by suggesting outside help when they disclose personal, non-work-related issues.

Managing relationships is so important to developing and sustain high-performance teams today. By taking a coaching approach towards managing issues with peers, you can leverage and strengthen relationships that impact mutual success.

What are your thoughts and experiences on coaching peers?