1. Effective Coaching and Mentoring

2. Overview Defining coaching and mentoring Goal setting Giving feedback
Developing protégés
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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.
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4. 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
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5. 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
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6. 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
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7. 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
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8. Goal Setting
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9. Benefits of Goal Setting
Focus your energies
Increase your chances of success
Motivate action
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10. 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
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11. 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
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12. 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
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13. 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
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14. Giving Feedback
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15. 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
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16. 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
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17. Diplomacy
The skill and practice of finding the right phrase to convey negatives in a constructive way
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18. Mirroring
Mirroring is a nonverbal way of establishing rapport with someone by subtly imitating
his or her behavior
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19. 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
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20. 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
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21. Small Talk
Small talk is social conversation meant to break the ice, particularly in a difficult situation
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22. Developing Protégés
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23. 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
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24. 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
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25. 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
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26. 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
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27. 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
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28. 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
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29. 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
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30. 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

31. 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
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32. 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
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33. 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
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34. 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
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35. Summary Defining coaching and mentoring Goal setting Giving feedback
Developing protégés
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