1. Implementing a Great Coaching and Mentoring Programme
Training Circuit
4th July 2006

2. Agenda The difference between coaching and mentoring
Resistance Factors
Coaching Skills v. Models:
GROW
Listening
Feedback
Wheel of Life
Evaluation and Metrics

3. Coaching v. Mentoring

4. A Mentoring Definition
Mentor: The original Mentor is a character in Homer’s epic poem The Odyssey. Mentor oversaw the work of Odyssey’s son.
Mentoring: A mentor enables an individual to follow in the path of an older and wiser colleague. The mentor is someone who can pass on their knowledge and experience, and, in some cases, open doors to otherwise out-of-reach opportunities.

5. Coaching? (The US Army Corp)
“Coaching is the process of inspiring, encouraging, motivating, and instructing an employee to unlock his or her greatest potential so as to achieve their ultimate goal. The coach becomes the employee’s personal resource and advocate. This helps the employee to grow professionally and personally.”

6. The Ask / Tell Repertoire
The Coaching Spectrum
THE COACHING SPECTRUM
The Ask / Tell Repertoire
Tell
what
and
how
Give
advice
Demonstrate
Make
suggestions
Ask
questions
paraphrase
Controlling
Empowering
Coaching by asking is typically more effective than coaching by telling
Taken from “The Tao of Coaching” by Max Landsberg

7. Which scheme do you implement?
Factors to consider:
Purpose
Current culture
Change readiness
Scale of proposal
Other initiatives / HR strategy
Potential resistance
ROI

8. Potential Resistance Factors

9. What might you see, hear, feel?
Confusion
Immediate criticism
Ignore/ Denial
Compliance
Silence
Sabotage
Easy agreement
Deflection
Attack
Pressing for solutions
Watch as it derails
Dissent behind closed doors
Low energy / engagement
Give me more detail
Flood with detail
Time pressures
Impracticality
Real world
‘I’m not surprised’
Intellectualizing
Moralizing
Delaying
Foot dragging
Cynicism
Resignation
Subvert/ derail
Water down
Direct challenge
Complacency

10. What might you do? Change Weary / Apathy
Invest more time than you think
Work with small numbers of people
Let others know of your successes
Involve key people in the design and implementation of the programme
Deliver what you say you well
Generate short term wins
Change Responsive & Learning Focused
EUREKA!
Change Resistant, Maybe Anger
Establish a sense of urgency
Achieve commitment at highest level
Start at top
Ensure there is lots of communication and feedback at all stages (good and bad)
Commit to a programme
Curious / Receptive to Change
Less time needed on organisational assessment and ROI
Involve more people as coaches and encourage cross functional coaching

11. Coaching Skills

12. The 3 Core Skills

13. GROW Model
OPTIONS
REALITY
GOAL
WILL

14. Potential Questions:
“How will you know that you have achieved that goal?”
“How will you know the problem is solved?”
“What is happening now?”
“What, who, when, how often”
“What is the affect or result of that?”
“What else could you do?”
“What if this or that constraint were removed?
“What are the benefits and downsides of each option?”
“What factors will you use to weigh up the options?
“What could stop you moving forward?”
“And how will you overcome it?”
“What else are you going to do? By when?”
On a scale of 1 – 10 how committed are you?

15. Listening
We have TWO Ears – Use them

16. Feedback Skills
AID:
ACTION – what the person, did, didn’t do, said, didn’t say,
IMPACT – what as the impact on you?
DO DIFFERENTLY – what would you prefer the person to do more of, less of, change, etc.
Have a go

17. Wheel of Life

18. Evaluation and Measurement
Final thoughts

19. What and how are you measuring the effectiveness?
Consider the ROI:
Knowledge enhancement
Skills and behaviours
Employee retention
Performance targets
Measurement tools:
360 Feedback
On Line culture surveys
Interviews
Stakeholder involvement and ongoing communication

20. Any questions?