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.

Recognizing and leveraging coaching moments: Relationships drive results

Relationships impact results in organizations, as we encounter numerous coaching moment opportunities on a daily basis. Effective leaders and managers recognize and leverage coaching moments to increase engagement and influence results.

Coaching moments are day-to-day opportunities to become involved so as to impact individuals, as well as teams, through listening, asking questions, and providing insight, encouragement and support. We can leverage coaching moments to help employees contribute and succeed.

In the video clip below from the movie The Karate Kid, Mr. Miyagi presents an example of a coaching moment through putting the tasks performed by Daniel into a bigger perspective, which has a lasting impact on Daniel’s future potential.

Coaching moment opportunities exist for all employees whether or not they are strong performers, so in order to be effective, it is critical that we recognize differing coaching moments and shift coaching approaches accordingly.

In addition to specific tactics for four coaching moments described below, there are a few important common points we want to incorporate into our approaches:

1)    Be authentic

2)    Focus on behaviors

3)    Listen and ask questions  first, then talk

4)    Collaborate, instead of dictate

5)    Share feedback and acknowledge progress.

Strong performers, those who are performing well and eager to take on more, seek feedback, encouragement, and developmental opportunities in their coaching moments. It’s important to avoid pitfalls such as deferring performance reviews and discussions, providing little or no positive encouragement, and allowing day-to-day tasks to fall behind while they take on larger opportunities. Effective tactics include:

1)    Discussing a big picture perspective

     and how their efforts fit in accordingly

2)    Engaging them as to how they can

     better utilize their time and skills

3)    Identifying opportunities for encouragement, training, and projects

4)    Helping them focus on problem-solving rather than debating points.

Another group of coaching moments we encounter involve helping those who are unable to balance or manage their workloads well, including those exhibiting loafing or slacking behaviors. Ineffective approaches include deferring performance discussions, avoiding assigning them challenging tasks, and accepting constant excuses and patterns of inferior results. Appropriate effective tactics include:

1)    Defining and agreeing on priorities

2)    Mutually reviewing their workflow and limits

3)    Meeting regularly to follow-up on priorities

4)    Recognizing and praising accomplishments and progress

5)    Addressing performance issues promptly.

Some coaching moments involve issues with employees getting along with other co-workers. We do not want to patronize employees, rather we need to be honest about how these issues impact the work environment. Furthermore, we don’t want to reward inappropriate behavior by listening to constant gossip. Effective tactics include:

1)    Discussing effective conflict management approaches with employees having issues

2)    Using face-to-face interactions when possible, instead of electronic interactions, to facilitate communication and motivation

3)    Bringing these employees together to help them work out their issues

4)    Mutually agreeing on expectations for cooperation

5)    Guiding affected employees on options for more productive uses for their interpersonal energies.

 

Finally, we’ll look at coaching moments involving employees who do not accept negative feedback or criticism. We do not want to be general or avoid providing feedback in these opportunities, as they are not only ineffective approaches but they could backfire. We need to remain authentic, focused, and seek engagement during these coaching moments. Effective tactics include:

1)    Focusing on critical issues and providing specific details

2)    Explaining we are discussing their roles in processes as opposed to criticizing them as persons

3)    Setting expectations that they participate in identifying options and developing a response

4)    Engaging them in identifying issues and options, as well as executing solutions

5)    Following-up and acknowledging progress.

Click here to review Dan Rockwell’s informative blog post about essentials when giving negative feedback, as that provides additional insights to consider when tailoring your approach.

 

Although there are various types of coaching moments we face on a daily basis, we can still anticipate and leverage these opportunities to help improve self-awareness, share feedback, and provide encouragement so as to strengthen the critical links between day to day tasks and long term objectives.

What are your thoughts and experiences?

Three business coaching approaches for peak performance: How business coaching is like Vulcan Chess

Business coaching in an organizational setting seems to be like a game of Vulcan Chess. In Vulcan Chess, as demonstrated by Star Trek’s Spock, chess moves involve considering moving up or down any number of levels, augmenting traditional chess moves. Business coaching really involves thinking along three levels, similar to how Vulcan Chess involves considering moves along three dimensions. Unlike Vulcan Chess, though, we have to integrate logic and emotion to empathize with others so as to quickly recognize when we can help and what type of help (coaching) is needed.

We want to help others succeed, as that is the critical goal of coaching, so when we recognize coaching opportunities, we need to consider whether coaching is needed on a performance, developmental, or behavioral level. The daily interactions we encounter help guide our coaching approaches along these levels, and choosing the correct level helps develop and sustain relationships. Listening to employees is crucial in guiding our decisions in choosing between these three types of coaching, as these choices impact how employees' leadership development is applied at the line level. Choosing the wrong level is not only illogical but could lead to a quick checkmate.

Performance coaching is used when someone is performing below an expected level, whereas developmental coaching is used to improve and develop those who are performing at least satisfactorily. Behavioral coaching involves changing behavioral patterns that sabotage- or significantly hinder- success; it is potentially more transformational than the other two approaches. So, as you can see, knowledge, skills and behaviors are important criterion that factor into how we analyze coaching opportunities, as taking a psychological approach to deal with an issue that is knowledge or skills based could backfire. Furthermore, solely focusing on negative feedback without encouraging positive behaviors or acknowledging accomplishments deflates morale and could signal that we aren’t listening effectively.

Coaching conversations really start when we look at the frequent exchanges we encounter daily, whether they are in person or online. You don’t see people walking around with “Help me” signs, but you can pick up cues that help you make decisions and make mental notes that help you relate with what they need. This really is where logic and emotion come together to help us analyze, relate to and engage those who need coaching.

So, effective business coaching involves listening and collaborating with someone as opposed to coaching at them by directing solutions. What cues can we use to help guide which coaching approach to take? The following short PowerPoint presentation provides cues I have used to help guide my coaching approaches.

In the end, determining the most appropriate business coaching approach is a lot like choosing the most appropriate move in Vulcan Chess: we need to observe, listen and analyze the opportunity. As Spock would say, “That is only logical”.

What are your thoughts?