Techniques for Coaching and Mentoring

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It is becoming more and more common for people to get assistance through coaching and mentoring to advance their goals or objectives or gain new skills, information, and experience. The main distinction between the two is that while coaching is non-directive, mentoring is (i.e., the mentor tends to do most of the talking during meetings and may instruct the mentee what to do) (i.e., the coach gives the coachee the space to come up with their conclusions and next steps, using techniques like questioning). Reflect upon and critically analyse experiences of developing a range of coaching and mentoring skills appropriate for this level of study HR and L&D teams have a central role to play in designing and managing coaching and mentoring programmes within an organisation. The quality of coaching and its results depend on identifying appropriate performance gaps, choosing appropriate coaches and mentors, managing relationships and evaluating success. We have an excellent resource on our blog for motivation tools, worksheets, and activities for you to work through. We’ll also take a more in-depth look at motivation techniques later on in this article. This tool is based on the famous miracle question and is a motivational coaching technique. It’s a great thought experiment if you ask your client to precisely describe a perfect day once the desired goal is achieved.

From the beginning, you will also want to identify themes and goals that will act as a common ground for bringing together such a diverse group of people. 2. Peer coaching & accountability During your coaching sessions, it's critical that your clients remain as at ease and comfortable as possible. This means that regardless of the topic of the conversation or any outside pressures, you must remain composed and in the moment.Psychometric profiling is a standard and scientific method used to measure individuals’ mental capabilities and behavioral styles, highlighting the dominant general character traits. A series of research studies were conducted by the University of Chicago to predict adherence to New Year’s resolutions (Woolley & Fishbach, 2017). Woolley & Fishbach (2017) found that while delayed rewards may provide motivation for the pursuit of long-term goals, immediate rewards were more strongly linked with actual persistence in a long-term goal.

Having faith in your coaching methodology need not entail working on behalf of your clients. Instead, you should encourage them to show perseverance and accept accountability for their own accomplishment. Unconscious biases are the mental shortcuts that we learn over our lifetime to help us navigate the world. Unfortunately, these biases can have substantial implications when it comes to decision making in leadership. Taking time to get centered and grounded at the start of a coaching session can help bring both the coach and the client into a present and focused state of mind by establishing positive energy before delving into the material of the session. The benefits of journaling (or “expressive writing”) have been increasingly documented in recent years. Stress reduction, increased creativity, and improved clarity are just a few of the mental and emotional benefits of regular journaling. NORMAN, C. (2019) How to make a coaching relationship work. People Management(online). 20 February.People professionals need to understand when coaching and mentoring are appropriate and effective interventions in relation to other options. They also need to explore the relevance, appropriateness and credibility of any models (such as the GROWor COACH approaches) that are used. When selecting appropriate external coaches and mentors they need a clear set of criteriato match the individual and organisational needs. Ability to raises awareness and responsibility both with the individual being coached but also throughout an overall office and organisational environmental level. KASE, R., SAKSIDA, T. and MIHELIC, K. (2019) Skills development in reverse mentoring: motivational processes of mentors and learners. Human Resource Management. Vol 58, No 1. January/February. Reviewed in Bitesize research, Reverse mentoring: the motives. Ability to focus completely on what the client is saying and is not saying, to understand the meaning of what is said in the context of the client’s desires, and to support client self-expression.

More information on mentoring approaches can be found in our succession planning factsheetand in our report Attitudes to employability and talent. Both mentoring and coaching are easy to implement into any organisation or business structure and increasingly we’re seeing organisations running both.For a more in-depth look at goal setting, including exercises, worksheets, and templates, have a look at following blog posts: Before you can be a successful coach or mentor, you must develop a variety of abilities. Others of these may not have occurred to you, even if some of them are clear (like active listening). Learning the required abilities and practicing them can help you advance personally while also enhancing your practice. No matter if you call it homework, worksheet, questionnaire, or action item. They all support the work you’ve been doing within a coaching session. They help clients reflect, act, and achieve necessary milestones toward their more significant goals. Homework helps to see if and how the plans from each session are being applied. It allows clients to keep the focus on their projects, ideas, and goals. Although coaching and mentoring programmes are widespread within organisations, there are needs to have clarity on: