What is the difference between a coach and a mentor is a question frequently asked. Here we highlight some of the differences.

When deciding to work with a coach or mentor it is important that you consider the goal you wish to achieve.

Purpose

• Identify common learning needs and meet these within the group through shared learning
• Bring people together to find solutions to problems—developing the individuals and the organisation in the process
• Provide ongoing reflection and learning supported by colleagues
• Get things done!

 
Learning

• Learning about the problem/issues  being tackled
• Learning about ourselves
• Learning about how we learn best
• Learning new ways of doing things

 
Benefits

• Enhances networking
• Increases responsibility and self confidence
• Increases interpersonal skills
• Increases resourcefulness
• Builds coaching skills
• Encourages action and accelerates learning
• Increases self awareness

 
How does it work?

• Identify common issues/problems or individuals take turn in bringing issues to the group
• Approx. 6—10 members
• Group usually meets regularly
• Issues/learning explored during meeting
• Individuals state support required (i.e. advice, listening etc.)
• Support and challenge from the group
• Agreement to act (what are you going to do?)
• Try out in practice
• Learn (from successes and failures), share, review, learn (come back and report)

 
How does an action learning group work?
 
Five key elements:

• The person—owns the problem/issue. Uses the group to explore the issue and work things out for themselves.
• The group—act as consultant /coach: questioning, confronting, challenging, supporting, advising, playing devil’s advocate
• The problems—and outcome must have relevance for all
• The process—observation, reflection, hypothesis, action
• The facilitator—explains the process, provides structure/focus, facilitates learning

 
Group values

• Shared ownership
• Non judgemental
• Honesty
• Openness
• Desire to be more self aware
• Risk taking
• Reflection
• Commitment to own learning, to the group, to action
• Additional ground rules agreed by the group

 
Getting going

• Agree what issue to explore and who it belongs to
• Presenter presents the support they require
• Presenter presents the issue uninterrupted
• The group question (using open/coaching questioning skills and not leading questions) to help the individual open up/explore the issue.
• The group provide feedback and advice (leave advice until after the questioning round if the individual wants it).
• The individual agree actions.
• As a group reflect on the problem solving process & how well it worked & on group and individual learning at the end of the session.

 
Future sessions:

• Start session with an update of actions from the previous session.

Coaching and Mentoring is a different approach to employee development that focuses on future possibilities, not past mistakes and encourages the employee to identify and solve problems and challenges. It is a very non-threatening and positive way to help staff take more responsibility for their own learning and continuous development.
 
Coaching can .....

1. help employees to be more confident and willing to take more responsibility.
2. give key staff the knowledge and transformational leadership skills to develop others in the business and improve overall performance.
3. strengthen the business and reduce its vulnerability to future change.

 
A coaching culture can.......

• increase commitment to training, learning and development.
• improve the transfer of training into the workplace.
• improve staff retention as individuals use more of their potential and feel that they are contributing to the business’ success.
• create an environment where interpersonal skills are valued and developed.
• improve workplace communication, creating a friendlier and more trusting environment.
• encourage employees to become more self-directed, accountable and less dependent on others.

As a result, cooperation is increased with employees working together to achieve team objectives and company goals. Employee engagement is high with employees feeling motivated, enthusiastic and valued.

Who Says So?CIPD Training and Development Survey
Companies surveyed who had used a Coaching and Mentoring approach reported the following:
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- 99% - said it delivered tangible benefits
- 96% - said it was effective in promoting learning
- 93% - said it enabled the transfer of learning to the workplace
- 92% - reported a positive impact on bottom line results.

Fortune 1000 companies study:
Companies involved in the study reported the following benefits as a result of using Coaching and Mentoring:
- an average of 53% increase in productivity
- 39% increase in effective customer service
- 32% increase in retention of key people
- 23% reduction in costs
- 22% increase in bottom line profitability

Xerox Corporation – 87% increase in effectiveness of formal training when followed up with coaching.

International Personal Management Assoc. – Training programmes supported by ongoing coaching improved workforce performance by 88%.

An International Coaching Federation survey of 4,000 companies found the benefits of coaching to be:

• Improved individual performance
• Improved client service
• Development of people for the next level
• Management/staff relationship improvement
• Improved retention
• Better communication

 
Conclusion
Let’s “follow the data” and get coaching embedded into our organisations!