Presentation on theme: "Mentoring, Coaching & Buddy System Understanding Mentoring & Coaching."— Presentation transcript:
Mentoring, Coaching & Buddy System Understanding Mentoring & Coaching
Origin of the word Mentor 4 It has originated from Greek mythology 4 Odysseus who was fighting the Torjan war had appointed “mentor”, who was his friend to groom his son ‘Telemachas’ into a future king and warrior.
Role Definition... career success satisfaction
What is Mentoring is all about? The mentoring partnership is an agreement between two people sharing experiences and expertise to help with personal and professional growth.
“Mentoring is …”? “Mentoring is …”? 4 an unstructured association between an experienced person and one less experienced that assists the junior person in extracting more value from experience 4 “mentor” >>> an experienced, thoughtful, caring person who passes on lessons of experience to someone less experienced
RELATIONSHIP BETWEEN A MENTOR AND A PROTEGE PHASEDEFINITIONTURNINGPOINT INITIATIONSix month to a yearFantasies become concrete expectation CULTIVATIONPeriod of two to five yearsOpportunities and relationship becomes more meaningful. SEPERATION- Significant change in the relationship - Emotional experience in the relationship Wants to put learning into practice RE- DEFINITION In definite period after the separation Stresses of separation diminish and new relationships are formed
Why mentoring? 4 full opportunity to access the exciting and fulfilling career spectrum available 4 more informed decisions 4 more confidence in decisions made 4 fewer catastrophic mistakes
What Does It Take to Be a Mentor? 4 Desire 4 Time 4 Reality check 4 Individual career development plan
FUNCTIONS OF A MENTOR 4 Coaching 4 Role modeling 4 Counseling 4 Friendship 4 Exposure and visibility
What Does the Mentor Get Out of It? 4 Pass on successes 4 Practice interpersonal & management skills 4 Become recognized 4 Expand their horizons 4 Gain more than the protege does
Mentor in the Corporate World 4 It is a relationship where an experienced person assists the junior level employees to become potential managers of tomorrow 4 The mentor also facilitates career development and psycho-social development by providing a vehicle for accomplishing the development task
What Are the Protege’s Responsibilities? 4 Willing to learn 4 Able to accept feedback 4 Willing to “stretch” 4 Able to identify goals
What Does the Protege Get Out of It? 4 Listening ear 4 Valuable direction 4 Gaps filled in 4 Doors opened 4 Different perspective
4 An approach to management - how one carries out the role of being a manager. 4 Is a set of skills for managing employee performance to deliver results 4 Is a person to person technique – takes place informally
4 To develop individual knowledge, skills & attitudes 4 Is a skill of facilitating the learning, the development & performance of another person
Your Aims as a Coach – A directive approach 4 Provide guidance on how to carry out specific tasks – towards learning 4 Help people become aware of how well they are doing and what they need to learn 4 Use whatever situations arise as learning opportunities
The Coaching Sequence 4 Identify areas of knowledge, skills or capabilities where learning needs to take place 4 Ensure that the person accepts the need to learn 4 Discuss with the person what needs to be learnt & the best way to undertake learning 4 Get the person to manage their own learning 4 Provide encouragement & advice 4 Provide specific guidance when required 4 Agree how progress should be monitored & reviewed
The GROW Model 4 G – Goals = agree on coaching aims 4 R – Reality = address real issues 4 O – Options = identify & evaluate approaches available 4 W – Will = help person to work out how learning will be applied
MENTORING, COACHING & BUDDY SYSTEM Highlighting their Salient Features & Differences
Relationship to Learner MENTORCOACHBUDDY Private, Individual Private or Public Individual or Group Partly Private but some aspects can be Public. E.g. paper work
Relationship to Learner’s Manager MENTORCOACHBUDDY Line Manager cannot be the mentor The line manager can be the coach Line manager normally appoints B. from amongst his / her own team
Contact with Learner MENTORCOACHBUDDY Intermittent, medium to long term. Can be very short term as well as medium to long term Short term & frequent during induction period. May take considerable time.
Main Agenda MENTORCOACHBUDDY Context within which Learner’s work is done i.e. help person plan & decide the future Content of work to improve job performance Build confidence of learner, e.g. know their way around, who does what
Proximity MENTORCOACHBUDDY Need not always involve face to face contact Difficult to achieve without face to face contact. Must be face to face, the two people should ideally work in close proximity
Outcomes MENTORCOACHBUDDY Persons better prepared to progress their own Development & Career Improved job performance Person has completed induction successfully
Choose two very different approaches that a manager could use for the following scenarios. Indicate which approach you would use: 4 Staff telephone bills are too expensive for the second month in row and you mentioned it last month. 4 Michael is not being proactive about his new assignment. You believe that he should be doing better regarding his attitude and his productivity. 4 You need to address the fact that a department continuously submits incorrect paper work to your office.