Conflict Management skills and strategies in a workplace. Conflict resolution.

1. Mentorship & Couching

2. • Couching is more formal
structured relationship centred
on improving an individual
performance and focuses on
specific skills and goals
• Mentoring is more
informal relationship centred
on an association in which a
more experienced individual
uses his or her knowledge to
guide the development of an
inexperienced individual

3. • Facilitate workplace CPD and skills
transfer at every level in the
organization
• Provide a blended learning approach
• To improve workplace performance
Why Mentor /Couch??

4. Who is a mentor?
• Someone who acts as a guide, advisor and
counsellor at various stages in someone’s
career from induction, through formal
development to a top management position
• A mentee can be a new employee or recruit,
aspirants for bigger roles, seekers for
improved on-the-job performance, aspirants to
develop new knowledge and skills.

5. Who is Coach??
• Defined as a subject matter expert or line manager
who endeavours to develop their staff to achieve
optimum job performance through informal, but
planned on-the-job training, which generally occurs
through personal coaching sessions.
• Learner: A learner can be defined as a more junior
staff member of the line manager or coach.

6. Couching Vs Mentorship
• Powerful, professional alliance focused on personal and
professional development.
• Assist individuals to make best use of their resources.
• It is a relationship where two people invest time, know-
how and effort to enhance growth, knowledge and skills.
• This partnership transcends duty and obligation and
often involves coaching, networking, sponsoring and
career counselling. Mentorship deals with “whole
person” development.
A form of on-the-job training using work to
provide planned opportunities for learning under
guidance.
Assists employees assess and improve their
performance on specific tasks.
Learning is facilitated in an actual business
environment and oriented towards performance
improvement and/or acquiring a specific skill
through workplace training.

8. Mentoring and Couching Benefits

9. Benefits of Mentoring - Mentor
• Increased motivation and self-esteem
• Greater respect and recognition from staff in the organization.
• Satisfaction and enhanced prestige in constructive insight building and competency development
through sharing specific knowledge and skills.
• An opportunity to sharpen and improve own management skills, particularly advisory skills and
supporting skills in a safe environment.
• An opportunity to learn about the views and perspectives of others less senior and in other parts
of the organization.
• A chance to influence and improve communications with others in the organization.

10. Benefits of Coaching - Coach
• A more successful and productive department / team.
• Greater confidence when delegating tasks to staff.
• Development of own management skills.
• A growing reputation as a ‘developer of people.
• ’Exposure to new ideas and perspectives from staff.

11. Benefits of Mentorship - organisation
• Supports learning organization principles
• Encourages people to value learning.
• Provides instant and ongoing feedback about performance.
• Improves manager and staff relationships and communications.
• Provides a cost effective means of staff development.
• Greater value for money from formal training.Improved retention to realize the
return on investment

12. Process for Mentorship /Couching
Key Considerations
•
Review notes from the last meeting
• Share the agenda with attendees
• Collaborate with attendees in real-time - Take notes in single or multi-player
mode,
• Capture outcomes and next-steps
• Ensure outcomes are captured and assigned to the right people.
• Circulate meeting takeaways with the right people
• Share notes with colleagues in the apps they use to get their work done.

13. The GROW Model
Overview
• GROW - an acronym standing for
Goal Setting, Current Reality,
Options, and Way Forward.
• Provides a simple framework
which can be implemented over a
series of one-to-one coaching
sessions, to help a team member
develop particular skills, reach
their potential for a given goal,
improve their current
performance and move
closer to their longer-term
career objectives.

14. Guiding questions - Goals
Discussing individual goals is always a good place to start. Ask your
employee what they want to achieve and discuss the progress of their goals
since the last engagement meeting. Once you analyse the progress on
existing goals, plan for any new goals. Goals should be SMART: Specific,
Measurable, Attainable, Realistic, and Time-bound.
Questions to ask include:
• What are some long-term goals we agreed to?
• What's the progress since our last conversation?
• What are some upcoming goals we need to discuss?

15. Guiding questions – Current Reality
Create opportunities to talk about key success factors & challenges standing in the
way of their success or preventing them from accomplishing their goals, including
lack of resources and an unproductive work environment.
Questions to ask:
• What action have you already taken to achieve this goal? If no action has been
taken then explore why not.
• What are the roadblocks hindering your success?
• Are there challenges getting in your way?
• What can you do to overcome the obstacles?
• How can I help you overcome these challenges?

16. Guiding questions – Opportunities &
Options
Discuss the future. What learning or development plans do they have, and where do
they want to be from their current position? Include discussions about employee
growth, development, and learning opportunities. Including opportunities in the
template will help know what motivates each employee and support them with
planning. (Balance choosing goals to develop the team members skills, but which
also contribute to near-term business performance - Do not couch someone only to
have them immediately leave!!!)
Questions to ask:
• What recent accomplishments make you feel proud?
• How can we make this your perfect job?
• What can you do to perform better? What is the best option?

17. Guiding questions –Way Forward /
Decisions
Work together and plan for the next steps to ensure they are performing,
growing toward where they want to be, and getting the support they may
need for the job. Discuss what should be accomplished before the next
engagement meeting.
Questions to ask:
When will that be done?
Do you think that action will really help you reach your goal?
What support do you require?
Who do you need to inform that you are taking these steps?
How confident are you that you will carry out the steps we’ve agreed?
If you’re not 100% confident, then why not?

18. Guiding questions –Way Forward /
Decisions
Work together and plan for the next steps to ensure they are performing,
growing toward where they want to be, and getting the support they may
need for the job. Discuss what should be accomplished before the next
engagement meeting.
Questions to ask:
When will that be done?
Do you think that action will really help you reach your goal?
What support do you require?
Who do you need to inform that you are taking these steps?
How confident are you that you will carry out the steps we’ve agreed?
If you’re not 100% confident, then why not?

20. Thank You
• Let’s be leaders that
enhance organization
performance through
Mentorship and Coaching