Coaching and Mentoring presentation

1. Scott Bohlin
Bellevue University
MSOP
610 2016

2. Coaching and Mentoring
 Definitions
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. There are certain differences
between the two but they can be used , at times, interchangeably.
- Coaching: A formally structured association focused on
improving behavior and performance to resolve present work
issues or handle specific aspects of the job.
- Mentoring: A more informal association focused on building a
two-way, mutually beneficial relationship for long-term career
movement.

3. The Coach
 The role of the coach is to talk to a person. To develop an
action plan and emphasize on instruction, assessing, and
monitoring.
 According to Angus McLeod and Thomas Will in the
Performance Coaching Toolkit, “Coaching is a facilitation
process in which a coach, most often, does not instruct or
direct the coachee”.
 Principles and humanity are more important than
tools/skills. It is the principles that are the bedrock of
excellent coaching.
 Coaches leave their ego, agenda, and needs at the door in
pursuit of the coachee’s needs.
 The Three principle coaching instruments are
1. Questioning
2. Silence
3. Listening
 A Coach uses questions, challenges, and ensuing
silences habitually when coaching to help relay
“Win big things, don't
win trivial things” Chris
Erickson

4. The Mentor
 A Mentor talks with a person who has identified their needs for
a mentoring relationship. The emphasis is on active listening,
providing information, making suggestions, and establishing
connections.
 Mentoring is relationship oriented. It provides a safe
environment to shares issues affecting success. Specifics being
such things as learning goals, competencies, work/life balance,
self-confidence, self-perception, and how personal influences the
professional.
 The most important tool is the Mentoring Agreement—
developed, completed, and signed by both participants. This
document formalizes a commitment to the mentoring
relationship. Items include individual goals, learning content, a
meeting schedule, and communication methods
“Everyone who makes it has a
mentor." , Harvard Business
Review

5. Coach Versus Mentor
 Here are a few differences between Coaching and
Mentoring.
1. A coach can be successful in just a short period of time,
possibly just a few sessions. Mentoring requires time,
time to build a climate of trust so the real issues can be
shared that impact the mentoree’s success.
2. The purpose of coaching is to improve the individual's
performance on the job. Mentoring's purpose is to
develop the individual for the current job and the future.
3. Coaching can be conducted almost immediately on any
given topic. Mentoring requires a design phase, the focus
areas of the relationship, mentoring models, and specific
components to guide the relationship

7. Let STEPPA Spell it out for you
 STEPPA An acronym that helps a coach be sure the coachee has reached
a motivated and sustainable strategy for success.
Subject- Confirming the focus of discussion and aspects of any contract.
Target objective- refining a target so it becomes sustainable.
Emotion- developing emotional leverage.
Perception- extending choice and increasing the conscious perception of
the coachee.
Plan- developing a realistic process by which the target will be achieved.
Pace- check that the process was developed and the plan is realistic.
Act/Amend- check that outcomes are satisfied and make a commitment to
go ahead.

8. In closing
Coaching and mentoring is the modern, effective way
to get the most from your employees; keeping them
committed, active, and successful members of the team.
At the same time being a successful coach and mentor
gives your employees the tools and skills to become
the next generation of leaders, to take the company to
ever greater business heights, and to build on their
own personal success stories.
Thank you

9. References
 Leadership as a Contact Sport, Goldsmith, Marshall ; Morgan, Howard .
Leadership Excellence 22.8 (Aug 2005): 6-7.
 Conference Board, Goldsmith, Marshall 1,2 Review. Jan/Feb2007, Vol. 44
Issue 1, p27-31. 5p.
 Performance Coaching Toolkit, McLeod, Angus / Thomas, Will
 Mentoring Versus Coaching: What’s the Difference?,Friday, August 08,
2014 - by Annabelle Reitman, Sylvia Ramirez Benatti
 Try feedforward instead of feedback, Goldsmith, Marshall . The Journal for
Quality and Participation 26.3 (Fall 2003): 38-40.
 THE BUDDHIST IN THE BOARDROOM- STAR CEO COACH MARSHALLGOLDSMITH
ON HOW TO GET BETTER- AND MAKE YOUR WORKPLACEHAPPIER;MISTER NICE
GUY; MARSHALL GOLDSMITH MAKES A MINT COACHING TOP EXECUTIVES, BUT
HE REALLY JUST WANTS US ALL TO GET ALONG,Erikson, Chris . New York Post
[New York, N.Y] 12 Feb 2007: 041
 Expanding the Value of Coaching, Goldsmith, Marshall, The Journal for
Quality and Participation35.1 (Apr 2012): 29-32.