Coaching and mentoring February 2012

Coaching and mentoring

by Toronto Training and HR

February 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 Definitions7-9 Standards to achieve10-11 Behaviours that foster dependency and kill initiative12-13 Recent shifts in mentoring14-15 Mentoring with SMART objectives16-17 Key roles in mentoring18-19 Reciprocal mentoring20-21 Mentoring dos and don’ts22-24 Why mentoring or coaching programs fail25-26 How mentoring or coaching programs succeed27-29 Making coaching effective30-31 Coaching as part of the normal process of

management32-33 Training managers as coaches34-35 Hidden roles of managerial coaches36-38 Coaching skills39-40 Key features of effective coaching41-42 Coaches as catalysts43-44 Why coaching may not suit your organization45-46 Common mistakes when coaching sales reps47-49 Why don’t all managers coach? 50-52 Coaching and mentoring trends53-54 Case study55-56 Conclusion and questions

Introduction

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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

DefinitionsCoachingMentoring

Standards to achieve

Standards to achieve 1 of 2An understanding of coaching and mentoring as processes that involve reciprocal learning, not a situation in which the coaches and mentors should be assuming a dominating or manipulative roleA clear business case for their introduction, with an agreed process for supervising coaches and mentors and for monitoring outcomesAn adequate resource base, adjustment in the workloads of those involved and support for coaches and mentees in their development

Standards to achieve 2 of 2An up to date database of potentially suitable coaches and mentors, plus a skilled selection and training process against clear and relevant criteriaCareful piloting of initiatives, and the highlighting of their benefits across the organization to ensure understanding of the way in which the processes operate and of their value

Behaviours that foster dependency & kill

initiative

Behaviours that foster dependency & kill initiative

Telling employees how to do their jobsGiving employees solutions for their operational issues without getting their inputMaking decisions that employees could make for themselves

Recent shifts in mentoring

Recent shifts in mentoringMentoring can occur in one-to-one, group, and situational interactionsThe terms “learner” and “advisor” have a broader reach than “mentee” and “mentor”Advancement can be a benefit of mentoring, but it is not its purposeMentoring should be used to learn across the hierarchy of an organizationMentoring does not need to be time consuming or face-to-face

Mentoring with SMART objectives

Mentoring with SMART objectives

SMARTrepresent a challenge or a stretch for the menteefocus on the future development of the menteeare concrete and clearseek a quantitative or qualitative improvement that can be demonstrated or measuredare directly linked to the question, “Why?” “Why is this goal important to your development and success?”require more than one strategy to achieve them

Key roles in mentoring

Key roles in mentoringGuideAllyCatalystAdvocate

Reciprocal mentoring

Reciprocal mentoringDefinitionBenefits

Mentoring dos and don’ts

Mentoring dos and don’ts Employer MentorMentee

Why mentoring or coaching programs fail

Why mentoring or coaching programs fail 1 of 2

No clear definition of what mentoring means and what coaching means and, more importantly, who should assume what rolesNo clear guidelines as to what the mentor should be assisting with or addressing and what thecoach should be assisting with or addressingHaving the mentor and mentee in a direct reporting relationship

Why mentoring or coaching programs fail 2 of 2

The role of mentor and coach being handled by the same individualNo formal training for the role of mentor or coach

How mentoring or coaching programs

succeed

How mentoring or coaching programs succeed

Being well planned and fully integrated with other developmental activitiesBeing supported by senior management (C-level sponsorship)Requiring mandatory training for all those designated as mentors and coaches

Making coaching effective

Making coaching effective 1 of 2

Put your own “stuff” to the side and make yourself availableAsk more questions, make fewer declarations, allowing employees to generate solutionsReally listen to the people you work with and implement suggested solutionsCreate action plans with your employees

Making coaching effective 2 of 2

Learn to celebrate success and say thank youBuild on people’s strengthens rather than weaknessesSustain the momentum and follow up on progress

Coaching as part of the normal process of

management

Coaching as part of the normal process of

managementMaking people aware of how well they are performingControlled delegationUsing whatever situations arise as opportunities to promote learningEncouraging people to look at higher-level problems and how they would tackle them

Training managers as coaches

Training managers as coaches

Set out a clear caseKeep it informalDemystify the processFocus on what worksBuild in sustainabilityEmphasize successCoaching is not for everyone

Hidden roles of managerial coaches

Hidden roles of managerial coaches

Organizational translatorPerformance consultantDevelopmental assessorCognitive mentorBrand advisor

Coaching skills

Coaching skills 1 of 2

COACHING IS MOST EFFECTIVE WHEN:The coach understands that his or her role is to help people to learnIndividuals are motivated to learnIndividuals are given guidance on what they should be learning and feedback on how they should be doing

Coaching skills 2 of 2

COACHING IS MOST EFFECTIVE WHEN:Learning is an active rather than a passive processThe coach listens to individuals to understand what they want and needThe coach adopts a constructive approach, building on strengths and experiences

Key features of effective coaching

Key features of effective coaching

Active listeningQuestioningGiving praise and recognitionBuilding rapportCreating trustBeing non-judgementalBeing candid and challengingGiving encouragement and supportFocusing on future opportunities

Coaches as catalysts

Coaches as catalystsBe curiousBe proactiveBe observantBe courageous

Why coaching may not suit your organization

Why coaching may not suit your organization

You confuse a coach with a consultant You confuse a coach with a therapist You aren’t committed to changing Your expectations are unreal You hide crucial details You doubt the process You don’t take action

Common mistakes when coaching sales

reps

Common mistakes when coaching sales reps

Confusing coaching with evaluationsTreating coaching as a low priorityFinding an excuse not to coachProviding vague feedbackCoaching by example

Why don’t all managers coach?

Why don’t all managers coach? 1 of 2

They don’t understand the value or importance of coachingThey don’t possess the skills to coach othersEven if they understand the importance and have the skills, they don’t have the time

Why don’t all managers coach? 2 of 2

OVERCOMING THESE BARRIERSBuild the personal case for coachingEstablish some firm expectationsTeach coaching skills and put them into practiceGive a manager a coachReward the best coaches with the best jobs

Coaching and mentoring

trends

Coaching and mentoring trends 1 of 2

COACHINGWho delivers coaching in the organization?EvaluationPurpose of coachingAgendas

Coaching and mentoring trends 2 of 2

MENTORINGHow does mentoring happen?Who receives mentoring?

Case study

Conclusion & questions

Conclusion & questions

SummaryVideosQuestions

Coaching and mentoring February 2012

Business

Transcript of Coaching and mentoring February 2012