Effective Coaching and Mentoring

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Presentation transcript:

Effective Coaching and Mentoring

Overview Defining coaching and mentoring Goal setting Giving feedback Developing protégés Chapter 10 Lesson 3

Quick Write Think of an experience in which you had an opportunity to offer some form of coaching to someone else. Describe the experience. Chapter 10 Lesson 3 Courtesy of Clipart.com

Coaching and Mentoring Coaching is a method of helping workers grow and improve their job competence by providing suggestions and encouragement A mentor is someone with advanced experience and knowledge who is committed to giving support and career advice to a less-experienced person A protégé is a less experienced person who benefits from a mentor’s guidance and advice Chapter 10 Lesson 3

What Coaching is Not Not just one on one – a workplace coach works with a group Not just about imparting new knowledge and skills Not offered by an expert in everything Not always have to be done face to face Chapter 10 Lesson 3

Mentoring Like coaching but is a one-on-one activity Involves a greater range of helping activities and skills than coaching More important than ever before as corporate downsizing means less formal training Important to organizations of all kinds who want to have more-diverse staffs Often occurs outside work situations Chapter 10 Lesson 3

Successful Coaching and Mentoring You need the right mind-set from the beginning in order to be open to learning whatever skills you need for this work You need to care about other people and their progress and success You need to be a nurturing person, one who promotes the growth of others Chapter 10 Lesson 3

Goal Setting Chapter 10 Lesson 3 Courtesy of Comstock Images

Benefits of Goal Setting Focus your energies Increase your chances of success Motivate action Chapter 10 Lesson 3 Courtesy of Comstock Images

Understanding Goal Setting Helping others with goals is different depending on whether you’re coaching or mentoring As a coach, especially if you’re the boss of the people you’re coaching, you’ll want to encourage them to set goals linked to the work of the company As a mentor, you want to encourage your protégé to develop goals to further his or her career or personal development Chapter 10 Lesson 3

Helping Others Set Goals Review or develop a mission statement Establish specific and realistic goals Develop an action plan Set deadlines Review goals from time to time Support the goal setter Set goals for groups, teams, and individuals Chapter 10 Lesson 3

Optional Exercise Setting Personal Goals A mission statement is a broad statement of purpose that provides the basis for specific goals The AFJROTC mission statement is to develop citizens of character dedicated to serving their nation and community Chapter 10 Lesson 3

Optional Exercise Based on the AFJROTC mission statement, write three realistic and specific goals with deadlines that you will pursue in order to achieve the AFJROTC mission Chapter 10 Lesson 3

Giving Feedback Chapter 10 Lesson 3 Courtesy of Clipart.com

Mentor Feedback Feedback from a mentor helps a protégé recognize his or her strengths and developmental opportunities – areas of performance where someone has room for improvement Chapter 10 Lesson 3 Courtesy of Thinkstock Images

Mentor Feedback A good mentor can point out a weakness to a protégé forcefully enough to be taken seriously, but gently enough that the other person accepts the criticism and doesn’t just tune it out A good mentor is also able to convince the protégé that the weakness truly is an opportunity to learn Chapter 10 Lesson 3

Diplomacy The skill and practice of finding the right phrase to convey negatives in a constructive way Chapter 10 Lesson 3 Courtesy of Clipart.com

Mirroring Mirroring is a nonverbal way of establishing rapport with someone by subtly imitating his or her behavior Chapter 10 Lesson 3 Courtesy of Pixland Images

Paradigms Encourage your protégé to consider other paradigms for the problem you’re discussing A paradigm is a model, framework, viewpoint, or perspective Some communications problems are the result of different people having different paradigms—they’re bringing different points of view to bear upon the situation Chapter 10 Lesson 3

Considering Paradigms If the sales department is calling in change orders that the production department can’t deal with, and your protégé is caught in the crossfire, point out that the sales department’s paradigm is “please the customer,” while the production department’s paradigm is “stick to the schedule” Encouraging the protégé to consider different paradigms will help him or her think more coolly and start to consider other people’s motivations Chapter 10 Lesson 3

Small Talk Small talk is social conversation meant to break the ice, particularly in a difficult situation Chapter 10 Lesson 3 Courtesy of Clipart.com

Developing Protégés Chapter 10 Lesson 3 Courtesy of Clipart.com

Selecting a Protégé Identify someone in your organization who has potential for high achievement Choose to work with someone not obviously marked for greatness Look for someone with whom you have a rapport Think of how your mentoring serves your organization Chapter 10 Lesson 3

Developing a Protégé Coaching Making referrals Role modeling Giving quick feedback to improve performance Making referrals Referring your protégé to resources that will help solve a problem Role modeling Allowing your protégé to shadow you so you can make introductions and show how an experienced person in your field handles a specific business event Chapter 10 Lesson 3

Developing a Protégé Providing Acceptance Counseling Encouraging creative ideas or reassuring the protégé after a set back Counseling Listening to the protégé’s problems and offering advice to deal with feelings and emotional concerns Providing a Trusting Relationship Allowing the protégé the space to say things in confidence without worry that they will be repeated over the grapevine Chapter 10 Lesson 3

Developing a Protégé Encouraging problem solving Helping protégés make their own discoveries, often by asking questions Showing the protégé “the ropes” Teaching the unwritten systems and processes of the organization Teaching the right skills Working with a protégé to develop both technical and people skills Chapter 10 Lesson 3

Positioning a Protégé Sponsoring occurs when a mentor actively nominates candidates for promotions and desirable positions Protecting occurs when a mentor shields a junior person from a bad situation Sharing challenging assignments occurs when a mentor asks that a protégé be included to help with a difficult or complex task Developing an action plan is mapping out with a protégé the steps to success Chapter 10 Lesson 3

Optional Exercise Mentors and Protégés Based on the discussion of mentors and protégés in this lesson, identify a more experienced person who you believe would be an effective mentor for you as you leave high school and take your next steps in development whether that is entering the workforce, enlisting in the military, or going to college Chapter 10 Lesson 3

Optional Exercise Mentors and Protégés Develop an action plan for what you might be able to do in order to establish a mentor-protégé relationship with this individual Chapter 10 Lesson 3 Courtesy of Thinkstock Images

Review Coaching is a method of helping workers grow and improve their job competence by providing suggestions and encouragement A mentor is someone with advanced experience and knowledge who is committed to giving support and career advice to a less-experienced person A protégé is a less experienced person who benefits from a mentor’s guidance and advice Chapter 10 Lesson 3

Review Successful coaching and mentoring require a mind-set that is open to learning, a concern for the progress and success of other people, and a nurturing personality that promotes the growth of others Three benefits of setting goals are that they focus your energies, increase your chances of success, and serve as motivators Chapter 10 Lesson 3

Review A mission statement is a broad statement of purpose that provides the basis for specific goals Goals should be specific and realistic and should be established with a deadline Feedback from a mentor helps a protégé recognize his or her strengths and developmental opportunities Chapter 10 Lesson 3

Review Development opportunities are areas of performance where someone has room for improvement A good mentor can point out a weakness to a protégé forcefully enough to be taken seriously, but gently enough that the other person accepts the criticism and doesn’t just tune it out Chapter 10 Lesson 3

Review Three techniques for giving feedback that a mentor is particularly well suited to use are mirroring, using a paradigm, and small talk Four ways to prepare a protégé for promotion are sponsoring, protecting, sharing challenging assignments, and developing an action plan Chapter 10 Lesson 3

Summary Defining coaching and mentoring Goal setting Giving feedback Developing protégés Chapter 10 Lesson 3