Mentoring, Coaching & Buddy System Understanding Mentoring & Coaching.
Executive Coaching and Mentoring - Building a Winning Support Team
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Transcript of Executive Coaching and Mentoring - Building a Winning Support Team
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October 17–19, 2013
EXECUTIVE COACHING AND MENTORING
Build a Winning Support Team
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By definition…
Executive coaching is an experiential and individualized leader development process that builds a leader’s capability to achieve short- and long-term organizational goals.
Source: The Executive Coaching Forum Handbook, 2013
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Executive Coaching
Benefits: Gain clarityExplore optionsRenew your passionUtilize your strengthsEnhance your skills
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Three Levels of Learning Tactical problem solving
Developing leadership capabilities and new ways of thinking and acting that generalize to other situations and roles
“Learning how to learn”: developing skills and habits of self-reflection that ensure that
learning will continue after coaching ends
Source: The Executive Coach Forum Handbook, 2013
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Mentoring
By definition…
an experienced person (the mentor) assists another (the mentoree) in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth.
Source: Coaching Vs. Mentoring: ”25 Ways They are Different”, 2nd. edition, Management Mentors
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Coaching vs. Mentoring
Coaching = Functional; performance driven
Mentoring = Relational; development driven
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Coaching Considerations When a leader or executive needs assistance in acquiring a new skill as an
additional responsibility
When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager
When a company has a number of talented employees who are not meeting expectations
When a company is introducing a new system or program
When a company has a small group of individuals (5-8) in need of increased competency in specific areas
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Mentoring Considerations When a company is seeking to develop its leaders or talent pool as part of
succession planning
When a company seeks to develop its diverse employees to remove barriers that hinder their success
When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies
When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations
When a company wants to create a workforce that balances the professional and the personal
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Key Considerations for Coaching
Background/Credentials/Experience
Skills/Specialization
Track Record/References
Chemistry: Do you connect?
Source: Gwen Moran, “Four Things to Consider Before Hiring An Executive Coach”, Sept. 2013
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Types of Mentorship
Buddy/ Peer Mentoring
Career Mentoring
Life Mentoring
Source: Anthony K. Tjan, “Keeping Great People with Three Kinds of Mentors”
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Mentorship Guidelines Do:
Build a cadre of people you can turn to for advice when you need it
Nurture relationships with people whose perspectives you respect
Think of mentoring as both a long-term and short-term arrangement
Don’t:
Assume that because you are successful or experienced in your field that you don’t need a mentor
Rely on one person to help guide you in your career
Expect to receive mentoring without providing anything in return
Source: Amy Gallo, “Demystifying Mentoring”
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Resources for Coaching
www.instituteofcoaching.orgwww.executivecoachingforum.comhttp://www.coachfederation.orghttp://www.apecs.org
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Resources for Mentoring
http://www.management-mentors.com/
http://www.shrm.org/communities/volunteerresources/documents/324va_nova_dulles_mentoring_program_toolkit_april2012.pdf
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Contact InformationMelissa Weathersby, MBA
Be A Better Steward- Professional Mentor/Life Coach
Mike Powell, VP Organizational Development & Training
Powell Consulting Group
Dr. Kay Porter, Program Manager
Oklahoma State University