By:
Ahmed Hussein Yasser
CoaChing &
Mentoring

AGENDA Introduction
 Coaching
 GROW Model
 Mentoring
 Giving Feedback
Time Management
Conclusion
Agenda

Coaching and Mentoring are development techniques
based on the use of one-to-one discussions to enhance an
individual’s skills, knowledge or work performance.
Introduction
It is possible to draw distinctions
between coaching and mentoring
although in practice the two terms
are often used interchangeably.

Coaching is …. Helping someone expand and apply skills,
knowledge and abilities by:
Coaching
 Teaching
 Motivating
 Listening
 Encouraging
Setting Goals

Establish and take action towards achieving goals.
Coaching reduce employees’ fear.
 Life satisfaction.
Contribute more effectively to the team and the
organization.
Work more easily and productively with others (boss, direct
reports, peers).
Communicate more effectively.
Benefits Of Coaching :

Have a Plan.
Act on what You Know.
Lead.
HEAD COACH:

Diego Armando Maradona
Won the world Cup
Trophy as a player in
1986
Argentina Knocked out
from World Cup Mondial
in 2010 when he was the
coach

Claudio Ranieri
Lose all tournaments when
he coach biggest European
teams like Juventus ,
Atletico Madrid and Inter
Milan
Won the English Premiere
League when he coach
very poor team ( Leister
City ) in 2016

Even on the most wildly successful projects, there are
setbacks.
How you react affects how others will react.
Respond never react.
Showing Confidence:

Coaching is …. Helping someone expand and apply skills,
knowledge and abilities by:
GROW Model

You need to know what is needed to be changed in order to
set it as a goal.
1- Goal Setting:

Case Study
The GIT Institute generate high number of
prescriptions for PPIs , the pharmacy of
this account contain Downoprazole , Treato
Ulc and pepzole , the rate of All products
is1000 units per month ( Pepzole = 500 units
, Dwnoprazole = 300 units and Treato Ulc =
200 units ) .
Now APIC need to penetrate this account
by Azgovanc , So we need to design SWOT
analysis for this case.

SMART Goals are more likely to be achieved.
Goal Should Be:
 Specific.
Measurable.
 Actionable.
Realistic.
Timing.

You Need To.
Goal Achieving Check:
 Review performance appraisal.
Go for mystery shopper.
Conduct a 360 degree assessment.
Ask for direct feedback.

2- Reality Check:
 Framing the reality of the situation for your employee is
an important step to accepting the coaching process.
Neglecting to do this could result in an non-responsive
employee.
They may go along with your coaching , but their attitude
is that of just getting the coaching session over with in the
least amount of time .

You need to use Fish Bone Diagram ( Ishikawa Diagram).
Obstacle:

Case Study
In April 2016 when you calculate your
sales achievement as a District
Manager you found that you have a
deficit in your achievement ( - 2000
units Azgovance 20 mg ) and you
should close the first semester target
( 100% or above ) by the end of June ,
Use Fish Bone Diagram to solve this
problem .

Obstacle Overcome:
 Identify the obstacle : Have a frank discussion with your
employee and determine what is blocking their
performance.
Root out the cause : Many times underlying emotions or
problems may be the cause of the obstacles.
Antidote given: A remedy to the situation is needed to get
past this obstacle, Brainstorm with your employee on ways
to remove the obstacles.

When You allow your employee to participate in the
development options, You get B.I.G result .
3- Option Development:
 Buy-In by your employee because the
options developed was a collaborative
effort.
Innovation, because more creativity is
possible when two work at it.
Growth, because the options developed
will have more meaning and lasting
commitment.

The 3T questioning technique helps you document three
major milestones. You ask, “ What are you going to do?” .
4- Will ( Create a Plan ):
 Tomorrow ?
Two weeks from today ?
Thirty days from today ?

Mentoring is a unique interpersonal relationship
between two individuals, a mentor and a protégé .
Mentoring
The mentor generally a higher-ranking
employee who has advanced organizational
experience and knowledge who is commented
to providing guidance and support to the
protégé’s career development.

Benefits both protégé and mentor.
Protégé receive more promotions , higher incomes, higher
career satisfaction and higher job satisfaction .
Protégé gain more skills in both his life and job .
Mentor have been able to increase his interpersonal skills
and gain insight into his ideas.
Mentor will increase his awareness through diverse
experience .
Benefits Of Mentoring :

Expertise and experience.
Enthusiastic .
Desire and energy to help others .
Good Interpersonal skills.
Honest and supportive in their work.
Ability to work well with a diverse group of people .
Characteristics of Effective Mentors:

Formal mentoring : The relationship will be officially
designed by the institution through a formalized mentoring
process .
Informal mentoring : The relationship develop
spontaneously and without a specific plan .
Types of Mentoring Relationship:

Respect the Mentor Time .
Be mindful of the mentors’ credibility and reputation.
Be realistic.
Be willing to accept all feedback from the mentor.
Demonstrate your trustworthiness.
Seek out multiple mentors.
Keys For protégé :

Feedback is the information that enables
individual or groups to compare actual
performance with a given standard or
expectations .
Feedback

Benefits those with whom you work.
Show how others perceive you.
Provides you with information needed to change behaviors
and attitudes to be more efficient and effective.
Benefits Of Feedback :

Others : By Interacting with others to provide input about
how we are doing.
The task itself : Scheduled checkpoints help monitor
progress toward goals and keep projects on track.
Self : Our own perception and thoughts regarding our
performance .
Sources Of Feedback :

1. Specific .
2. Non personal .
3. Work related .
4. Documentable .
5. Descriptive .
Characteristics of Effective Feedback:
6. Non Perspective .
7. Timely .
8. Frequently .
9. Constrictive .
10. Interactive .

Managers are uncomfortable giving negative feedback and
discussing performance weaknesses.
 Employee tend to have an inflated view of their own
performance .
 managers are afraid of the reaction they might get when
delivering a negative feedback to some employee.
Challenging In Providing Feedback:

Prepare a script .
Ask for input.
 Offer help, support and suggestion.
 Clarify expectations and specify the next step .
Tips For Preparing & Leading A feedback Session:

Time Management
Management
Time
Self Imposed
Time
System Imposed
Time
Boss Imposed
Time

What is the Self Imposed Time:
Subordinates
Time
Discretionary
Time
Self Imposed
Time

Time Management Chart:

Subordinate “ Good morning , By the way we have got a
problem …… “.
 Manager “ So glad you brought this up , I am in the rush
right now , let me think about it … “
Or in another way the manager says :
“ Fine send me a memo for that , I will draw up an initial draft
and then discussion with you …. “
What Is The Monkey ?!!

 Wait until told .
 Ask what to do .
 Not Act , but advice at once .
 Act on own , routinely report .
Getting Rid Of The Monkeys:

 Subordinate empowerment.
 Effective delegation.
 Drop the “ Feeling of deficiency “.
Making Time For Gorillas :

The similarities between coaching and mentoring :
Conclusion
In brief the similarities are
• A structured conversation involving two people .
• A conversation that has a defined outcome .
• The coach/mentor pilots the conversation .
• The mentor/coach has skills of listening, questioning and
clarifying .

The deference between coaching and mentoring :
Conclusion

Created By :
Ahmed Yasser