Coaching and mentoring: Methods leaders can use to develop talent (2022)

By LeAnne Erickson, MEd, ACC, workforce learning advisor and executive coach, Human Resources, Mayo Clinic, Rochester, Minn.; Mary Ann Djonne, MEd, PCC, workforce learning senior advisor and executive coach, Human Resources, Mayo Clinic; Erin Duncan, MA, PHR, SHRM-CP, workforce learning advisor, Human Resources, Mayo Clinic, Rochester, Minn.; and Ronald Menaker, EdD, MBA, CPA, FACMPE, MGMA member, operations administrator, Department of Radiology, Mayo Clinic, Rochester, Minn.

Coaching and mentoring: Methods leaders can use to develop talent (1)

Technology advancements are transforming the practice of medicine and consumer expectations, requiring innovative approaches to provide best quality and affordability. This includes reskilling and upskilling workforce capabilities to meet future needs.

In the 2021 Deloitte Global Human Capital Trends report, executives identified “the ability of their people to adapt, reskill, and assume new roles” as most important to navigate future disruptions.1 As a result, organizations are cultivating a learning culture at all organizational levels, and leadership styles are shifting from top-down “command and control” approachesto a style that engages, collaborates with and empowers others.2

The term “leader” can apply to anyone who demonstrates these characteristics, not just those in titled roles. Coaching and mentoring are two developmental methods — often used interchangeably while having similarities and differences — that leaders use to help people build more confidence, think more creatively, take risks, reflect and learn.

(Video) Leaders who coach are creating better workplaces, and so can you. | Saba Imru-Mathieu | TEDxLausanne

Mentoring

Mentoring is a reciprocal, collaborative relationship between a subject-matter expert (SME) or experienced person (mentor) and an individual (mentee). The mentor and mentee have a shared mutual responsibility and accountability with the primary purpose of growth, learning and career development of the mentee.3 The mentor may connect the mentee with resources, teach new knowledge or skills, model positive work culture, and serve as an advocate, advisor or sponsor. In turn, the mentor may benefit from the mentees’ perspectives.4

Mentoring powerfully benefits healthcare organizations by preparing newer or aspiring leaders to lead in the future5 — 60% of healthcare organizations have formal onboarding/mentoring programs for their new providers.6 Ultimately mentees are responsible for their personal growth and development. Mentees establish goals and set the mentoring meeting agendas. Mentees may have more than one mentor and perhaps a board of trusted advisors. Mentoring relationships can be informal or part of a formal, time-bound program.

Sample mentoring dialogue

In the following dialogue, the mentor acknowledges what the mentee is experiencing, explores what the mentee is already doing to address the situation, recommends additional resources, and shares insights from his or her own experience.

  • Mentor: How is it going?
  • Mentee: It has been hectic, with a lot of change. The staff have been working extra hours to cover the staffing shortage that has resulted from COVID.
  • Mentor: Yes, I can relate. These are different times. Our team is going through the same and I know other areas are as well. What have you been doing to help the situation?
  • Mentee: I have met with the team a few times to talk about the challenges. We took one meeting to talk about health and well-being and the importance of taking care of ourselves.
  • Mentor: Did you see the great article in the staff newsletter about spring well-being and the resources available?
  • Mentee: No, I will have to check it out. It sounds like a good resource.
  • Mentor: What challenges did the group bring up when you asked them?
  • Mentee: One of the big ones is staying connected in the work environment. We used to see each other daily in the hallway and now we tend to have those interactions periodically during virtual meetings. It’s not quite the same.
  • Mentor: There is a new guide that was just developed that provides tips, ideas and resources for remote teams. One of the tips that has worked well for my team is …

Mentoring

“As a new administrator in a healthcare organization, I wanted to quickly understand the culture, best practices and build networks. During my first year, I connected with several senior leaders to get their perspectives, expectations and gain familiarity with their leadership style. There were a few I really connected with and met with periodically to discuss situations. Though not in my specific role, they understood the nuances of our organizational culture and helped me get some early wins. Their insights, experiences, connections and support have been invaluable in my leadership onboarding and performance success. I still continue to meet with them.”

Coaching

Coaching is a newer developmental method compared to mentoring. The International Coaching Federation (ICF), founded in 1995, established standards and guidelines of practice, code of ethics and competencies.7 The ICF defines coaching as a thought-provoking and creative process that inspires an individual (coachee) to maximize their personal and professional potential. Coaching has traditionally been utilized for senior leaders and people with high leadership potential. The value of coaching is increasingly recognized and now being applied broadly across organizations.

A coach asks powerful questions, rather than giving advice as a mentor might, to stimulate critical thinking, prompt self-reflection, and generate action steps toward a defined outcome. A coach does not need to be a SME in the topic of the conversation, but rather skilled in the process of evoking insight and generating committed actions by the coachee.

Sample coaching dialogue

In the following conversation, the coach asks powerful questions to promote self-discovery. The coach listens and mirrors what he or she is hearing, observing and sensing to bring awareness to the coachee. In concluding, the coach builds in commitment and accountability to ensure forward movement.

(Video) Talent Management Best Practices: Identifying and Developing High Potential Leaders

  • Coach: How are you today?
  • Coachee: Okay. A lot of changes going on. Most of my team and I are now working from home. The staff have been working long hours to cover the staffing shortage that has resulted due to COVID.
  • Coach: Based upon the tone of your voice, it sounds like it has been challenging.
  • Coachee: Yes, this is a dedicated team who continuously goes above and beyond to support patients and their team. I want to support them but not sure of the best way.
  • Coach: What about this situation is weighing most on you?
  • Coachee: I think it is part of my leadership responsibility to be there for them and help them where needed. I have seen staff more frustrated than before. One person raised their voice to another during a meeting yesterday and that has not happened before. I am concerned about the well-being of staff.
  • Coach: I can tell you care about your team. It sounds like you have also been impacted.
  • Coachee: This is something I have also had to work on given my husband and kids are also home. It’s hard staying connected with staff. I have had to consciously … [talks about actions she has taken to work through this transition … and is still working on it]. This is reminding me that we are all in this together. I am wondering if I should have an open conversation with my team about well-being, even sharing some of my own challenges, and talking about how we can support each other.
  • Coach: That sounds like a healthy approach for you and your team. What is a step that will help you move in that direction?
  • Coachee: We have a team meeting tomorrow. There is time on the agenda so I think I will raise the issue and see what kind of response I get.
  • Coach: So, you are going to talk with your team tomorrow. Would you let me know how it goes after the meeting?

Coaching

“I used to have a manager who wanted me to bring problems to him and he would go on to solve them. He wasn’t really interested in my ideas or opinions. I was unhappy in that role as I felt I was just doing what I was told. Now I have a manager who really encourages me to think for myself. She is there to support me and hold me accountable and focuses on helping ME solve the problem rather than solving it herself. She listens and has an amazing ability to ask open-ended questions that encourage me to think of things I hadn’t considered or been aware of, or to challenge my thought process. It is without judgment, and I know she has my best interest in mind. By encouraging me to dig deeper within myself, I can come up with answers and solutions that I am excited about and committed to implement. With her encouragement I find I can apply what I’m learning to new situations. It makes me want to work harder and to believe in myself.”

Critical elements of coaching and mentoring

Coaching and mentoring: Methods leaders can use to develop talent (2)

Although coaching and mentoring are often done formally, a leader has many opportunities in everyday interactions to be an informal coach or mentor. Coaching and mentoring have differences and similarities (Figure 1). At the core of both should be a sincere desire to foster growth and development in others. Building trusting relationships is important for more open sharing, leading to deeper dialogues and learning.

Key skills to encourage self-reflection and learning of the coachee or mentee include asking powerful questions, deep listening and giving feedback. Asking powerful questions can evoke self-awareness and foster self-discovery. Deep listening goes beyond what is being said to pick up on unstated emotions and beliefs. In turn, listening helps to formulate powerful questions or affirmations, or to provide an opportunity to give feedback.

Trusting relationships

Effective and transformational coaching or mentoring that challenges and motivates for change can only happen within a trusting relationship. When a leader embraces a mindset of developing people, they become open-minded, curious, flexible and demonstrate their commitment to and belief in the capabilities of the coachee or mentee. In turn, trust develops. When trust is present, difficult topics are broached, mistakes are admitted and feedback is exchanged. This allows real learning to happen.

Suggestions to create a trusting relationship include:

  • Maintain confidentiality: Verbally agree to this commitment and the parameters of confidentiality.
  • Be available and present: Don’t multitask during the conversation. Let the individual know he or she is the priority at that moment.
  • Keep commitments: Lack of follow-through and broken promises erode trust.
  • Be honest: Truthfulness and demonstrating respect go hand in hand. Provide challenge for thought while remaining supportive.
  • Be vulnerable: Admit mistakes and show authenticity.
  • Be curious, not judgmental: Curiosity leads to inquiry; judgment leads to defensiveness.
  • Let go of the need to be right: Acknowledge there may be other perspectives.

Powerful questions

Leaders, through their knowledge and expertise, can default to a position of directing and telling. This can unintentionally stifle critical and innovative thinking from others, which may impact engagement and job satisfaction. Coaches utilize powerful questions to evoke awareness and new insights. Mentors at times should refrain from advising and use more of a questioning approach.

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Powerful questions prompt reflection, challenge assumptions, shift perspectives and create accountability. A powerful question is typically open-ended, and the leader is curious and completely open to the response, free from judgment or looking for a “right” answer. It should be non-leading and prompt the individual to reflect and think more broadly. Most importantly, powerful questions should benefit the coachee or mentee, not the coach or mentor asking the question. Examples of powerful questions include:

  • If you were certain of success, what would you try?
  • What is the cost of doing nothing?
  • What evidence do you have to support that conclusion?
  • What does that tell you about yourself?
  • How would you handle this if you were fully confident?

Deep listening

Deep listening is essential to focus on the conversation and what is being said, and to pick up on unstated themes, assumptions and fears. Leader observations can evoke new insights and creative thinking to address the issue. As described in Coaching for Engagement,8 one should listen for four types of “energy”:

  1. Physical energy (body language, tone of voice, etc.)
  2. Emotional energy (emotions and reactions based on those emotions)
  3. Mental energy (assumptions and understanding their thought process)
  4. Spiritual energy (deeply held values and beliefs that motivate and influence the individual)

To enable deep listening, consider the following:

  • Timing (If it’s not a good time, arrange another time or share how many minutes you have.)
  • Manage distractions (email, noise, etc.).
  • Focus and turn off the internal chatter in your mind.
  • Don’t be afraid of emotions; acknowledge them and be curious about them.
  • Allow for silence to give the individual time to reflect and think.

Providing feedback

When done well, giving feedback creates dialogue and motivation for higher levels of performance. Stone and Heen9 describe three types of feedback: appreciative, evaluative and coaching, all of which have their place in developmental conversations.

Appreciative feedback recognizes attitudes, behaviors or characteristics of the individual and expresses them in a manner that enables them to see themselves in a new way. Rather than feedback on a task, appreciative feedback focuses on the person themselves and the impact of their behaviors — why what you are noticing matters. Separate from recognition or giving a compliment, appreciative feedback expands awareness, builds confidence, and promotes engagement. Be generous with this type of feedback and deliver with sincerity and authenticity.

  • Example:“You have accomplished so much since the last time we talked. It really shows that you hold yourself accountable for the goals that you have set for yourself. I can tell you are really committed.”

Evaluative feedback provides a ranking or assessment of performance and has a lesser place in coaching or mentoring as it puts the leader in a place of judgment and can prompt defensiveness.

  • Example:“If I were to grade this, I’d give it a B. There are too many grammatical errors and the flow of information just doesn’t read very well.”

Coaching feedback accelerates learning and invites the person into dialogue as it is based on observation of facts, not judgments, and invites the receiver’s perspective.

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A simple framework for coaching feedback is to:

  1. Ask for permission to share.
  2. Describe the facts (what was seen and heard).
  3. State the impact of what was seen or heard, or your tentative conclusion.
  4. Ask for the other person’s perspective.
  • Example:“May I offer an observation?I noticed in recent team meetings that sometimes you are looking at your phone when others are talking. I’m concerned this gives the impression to others that you aren’t interested in what they have to say and creates unnecessary tension. How do you see it?”

People will be more open to and accepting of feedback if they believe:

  • It is being shared with positive intentions.
  • Collected information is based on facts, not conclusions,and the individual is given an opportunity to respond.
  • Ideas are respected and support is provided, despite differences in viewpoints.

Conclusion

Coaching and mentoring are two powerful yet distinct methods leaders can use to develop and grow the workforce. A skillful leader may fluctuate between the two approaches, recognizing when to apply coaching and when to apply mentoring.

Develop a practice of pausing before responding to someone who comes to you for help and consider whether they need guidance (mentoring) or coaching (figuring it out for themselves through a process of self-discovery). Ask yourself in that moment:

  • Do they need new knowledge?
  • Are they capable of handling this or learning from finding the answers for themselves?
  • Is there more than one right answer?
  • Is this a decision only they can make?
  • How might this be a growth opportunity for this person?
  • Are they suffering from lack of confidence or need a change of attitude that just telling won’t fix?

The answers to these and other questions will position you as a leader who brings out the best in individuals and increases team and organizational performance.

Acknowledgments: The authors acknowledge the assistance of Sonia Watson, PhD, in preparation of this article.

Notes:

  1. Violini E, Schwartz J, Eaton K, Mallon D, Van Durme Y, Hauptmann M, et al. “The social enterprise in a world disrupted: Leading the shift from survive to thrive.” 2021 Deloitte Global Human Capital Trends. Available from: bit.ly/2N2VPpt.
  2. Ibarra H, Scoular A. “The leader as coach: How to unleash innovation, energy, and commitment.” Harvard Business Review. November-December 2019. Available from: bit.ly/3nFrfPj.
  3. Zachary LJ. Creating a Mentoring Culture: The Organization’s Guide. San Francisco: Jossey-Bass; 2005.
  4. Choi AMK, Moon JE, Steinecke A, Prescott JE. “Developing a Culture of Mentorship to Strengthen Academic Medical Centers.” Acad Med. 2019;94(5):630-3. Epub 2019/04/27. doi: 10.1097/ACM.0000000000002498.
  5. Newman KM. “Mentoring millennials for future leadership in healthcare.” ACMPE Fellowship paper. MGMA. Feb. 27, 2017. Available from: mgma.com/newman-facmpe.
  6. Moheiser S. “Steps to building a formal mentorship program.” MGMA. Oct. 23, 2019. Available from: mgma.com/stat-mentoring.
  7. International Coaching Federation. Available from: coachfederation.org.
  8. Hancox B, Hunter R, Boudreau K. Coaching for Engagement: Achieving Results Through Powerful Conversations. Vancouver: Takara; 2010.
  9. Stone D, Heen S. Thanks for the Feedback: The Science and Art of Receiving Feedback Well. New York: Penguin Books; 2015.

FAQs

How do coaching and mentoring contribute to leadership development? ›

Coaching and mentoring gives leaders this opportunity to practice as well as exploring issues and opportunities in a collaborative, personalised and nuanced way. gaps. A coach can help you adapt to a new role, responsibilities or challenges.

How do you develop effective mentoring and coaching processes? ›

Learn Coaching Tips and Strategies
  1. Devise clear goals that include benchmarks and deadlines. ...
  2. Be prepared to help with time management. ...
  3. Frame feedback in a forthright and positive manner. ...
  4. Follow up on feedback. ...
  5. Emphasize effort over ability. ...
  6. Celebrate accomplishments. ...
  7. Listen more; speak less.

What are coaching and mentoring techniques? ›

Despite the differences between coaching and mentoring, the skills required in order for them to be effective align very closely.
...
These skills are as follows.
  • Active listening. ...
  • Empathy and understanding. ...
  • Questioning. ...
  • Communication. ...
  • Giving feedback. ...
  • Goal-setting. ...
  • Checking in. ...
  • Enthusiasm.
5 Jan 2022

How does mentoring and coaching help develop employees? ›

When conducted in an efficient and productive manner, coaching and mentoring provides employees a way to connect, learn and grow within the company and along their own career paths giving them higher job satisfaction which leads to increased productivity and reduced turnover.

What is effective coaching and mentoring at work? ›

Coaching and mentoring an employee makes them more valuable to your organisation by developing and enhancing their skills—both professionally and personally. By being interested in the growth of your staff, you're showing them that you care about their progress. And this can increase their loyalty to you.

How does mentoring and coaching impact management and leadership development? ›

Coaching and mentoring provide opportunities to develop and hone specific skill sets that are essential to being a good manager. This can include anything from learning how to be a better communicator to understanding how to provide high-quality feedback.

What are the best practices in coaching and mentoring? ›

  • 5 Best Practices of Great Mentorse. Matching Expectations to Expertise. ...
  • High Trust Relationships. Building high trust relationships is about credibility and entails giving a lot of value to the person being mentored. ...
  • Effective Goals and Challenges. ...
  • Role Model. ...
  • Networking and Connections.

What is the purpose of coaching and mentoring? ›

Coaching and mentoring both exist for the same purpose: helping others grow, develop and reach their full potential. Both coaching and mentoring give the opportunity for individuals to take responsibility for their own personal and career development.

What are the 5 skills of coaching? ›

There are 5 fundamental coaching skills.
  • 1) Building Rapport and Relationship. One way to increase rapport is known as matching. ...
  • 2-3) Different Levels of Listening and Using Intuition. ...
  • 4) Asking Effective Questions. ...
  • 5) Giving Constructive Feedback.
4 May 2020

What is an example of coaching in the workplace? ›

An example is an employee who turns in work late puts a project behind schedule, but a coach can help develop time management skills and improve the employee's productivity. Coaches may provide one-on-one training when company policy changes to help employees change their behavior and adapt to innovations.

How can coaching be used to improve performance? ›

A coach can help a leader identify skills to be developed, key strengths, and strategies for improvement. Coaching can focus on achieving goals within a leader's current job or a move in new directions. Derailing executives can benefit from coaching to improve performance, too.

Why is coaching important in leadership? ›

Coaching empowers leaders to do exceptional work. Coaches establish an advantageous relationship that uncovers hidden strengths and weaknesses within the leader. Goals will be created to enable leaders to pinpoint their weaknesses and track their progress.

How can mentoring improve performance? ›

Mentoring contributes to the success of the mentee by improving performance, increasing confidence, and addressing strengths and weaknesses. A mentorship can help a mentee learn and develop faster by encouraging an exchange of information that doesn't always exist naturally.

What is the importance of coaching? ›

The Benefits of Coaching in Organizations:

Improves individual performance. Helps identify and develop high potential employees. Helps identify both organizational and individual strengths and development opportunities. Helps to motivate and empower individuals to excel.

What are the benefits of coaching in the workplace? ›

Coaching is shown to have a powerful, positive impact on self-confidence, wellness, and work performance. When a manager receives professional coaching, their team members also benefit from the mentoring, leadership development, and coaching culture the manager brings back into the organization.

What is the purpose of coaching in the workplace? ›

The main aim of workplace coaching is to promote two-way communication between an employee and their coach in order to identify areas for improvement, reinforce strengths, and further develop their performance. This is usually done by focusing on specific performance objectives, skills and goals.

How does mentoring improve leadership skills? ›

Mentors may help you focus and gain clarity on issues. They may inspire you and provide encouragement and moral support when needed. They may also facilitate access to people in their network that might be a resource for you. A mentor may also provide candid feedback that others may not.

Why mentoring is important in leadership? ›

When mentors share their expertise with others, it can elevate their credibility within the organization. Why? It demonstrates confidence in their abilities, indicates strong leadership because of their willingness to nurture others, and builds trust because of their investment in the success of other employees.

What are the best coaching practices? ›

Four key coaching practices
  • Exercise your humility by asking questions rather than telling. Coaching is built on asking questions and avoiding automatic solution-mode. ...
  • Connect and influence meaningfully using empathy. ...
  • Focus on progress to increase motivation. ...
  • Structure coaching into your daily routine.
10 Oct 2018

What are some mentoring techniques? ›

Both mentors and mentees should utilize the following core skills in their mentoring part- nerships.
  • Listening Actively. Active listening is the most basic mentoring. ...
  • Building Trust. ...
  • Encouraging. ...
  • Identifying Goals and Current.
  • Instructing/Developing Capabilities. ...
  • Providing Corrective Feedback. ...
  • Inspiring. ...
  • Opening Doors.

What are the mentoring strategies? ›

Essential mentoring tips and strategies
  • Know when to listen and when to give advice. ...
  • Set an example worth imitating. ...
  • Set clear expectations and goals at the beginning of the relationship. ...
  • Find common ground with your mentee. ...
  • Know your own strengths and leverage them. ...
  • Be clear with your advice.
30 May 2022

What is an example of mentoring in the workplace? ›

Examples of individual mentoring include informal, goal-oriented discussions between a junior person seeking advice from their senior, as well as discussions in which the mentor is not necessarily a senior to or even colleague of the mentee, but has more experience working in a given space.

What qualities make a good mentor? ›

Characteristics of Excellent Mentors
  • Good listener/sounding board.
  • Flexible.
  • Value diversity of perspectives.
  • Knowledgeable.
  • Nonjudgmental.
  • Able to give constructive feedback.
  • Honest and candid.
  • Able to network and find resources.

How do you implement mentoring in the workplace? ›

How to create a successful mentorship program
  1. Establish the goals of the program. ...
  2. Pair mentees with the right mentors. ...
  3. Provide mentorship training and ongoing support. ...
  4. Outline the mentoring process. ...
  5. Get feedback from both mentors and mentees. ...
  6. Continually work on improving the programs.
17 Jan 2022

What is the primary purpose of coaching and development? ›

Coaching and Development is designed to improve employee engagement, boost confidence, increase retention, strengthen relationships, and, most of all, help you invest in your employees so they can reach their highest potential.

What are coaching skills? ›

What are coaching skills? Coaching skills are the qualities and actions that focus on helping individuals improve performance. Rather than focus on deficits, coaching skills aim to pose probing questions in order to guide others toward improvement and learning through teamwork, positive leadership and strengths.

Why is mentoring important in the workplace? ›

Workplace mentoring increases employee satisfaction and talent retention. Mentors not only develop mentees as successful professionals, but also provide psychological support. As a sponsor, they utilize their influences and connections to support the career advancement of mentees.

What is coaching leadership style example? ›

An example of coaching leadership style in the workplace is to mentor someone who is interested in your role or area of business. You assess what they know and where their gaps of knowledge are. Then recommend readings, videos, or courses they can take to learn more.

What are the 4 main coaching styles? ›

While every coach is unique, most common coaching styles fall into one of four major categories: democratic, autocratic, laissez-faire, and holistic. Those interested in pursuing a career in coaching need to understand the strengths and weaknesses of each style.

What is coaching style of leadership? ›

As the name suggests, the coaching leadership style is a style where leaders take on the role of coach. Under this type of leadership, the leader invests their time and energy into developing individual team members. They also show them how their role plays a part in the larger team strategy.

What is the most important skill in coaching? ›

5 Essential Skills for Successful Coaching
  1. Listen with Curiosity. When we speak about listening with curiosity, we're talking about conveying a genuine interest in what others are saying. ...
  2. Take in What You Hear. ...
  3. Reflect with Accuracy. ...
  4. Questioning for Exploration. ...
  5. Provide Feedback for Development.
8 Aug 2013

What is the most important aspect of coaching? ›

The place to begin (because it's the most effective method) is by setting a good example and being a good role model. This is the most important aspect of coaching. There's no question that the absolute best way to influence players is by setting a good example.

What are characteristics of a good coach? ›

A good coach is positive, enthusiastic, supportive, trusting, focused, goal-oriented, knowledgeable, observant, respectful, patient and a clear communicator.

How coaching can enhance employees skills? ›

Coaching encourages employees at all levels to ask for feedback and take proactive action to improve their performance. Openness to constructive feedback promotes a healthy work environment where concerns are tackled head-on with positive solutions.

What is effective coaching? ›

Coaching effectively means striking a balance of several things: Guidance, motivation, support, challenges, and feedback.

What is the key to coaching a successful team? ›

Providing effective and real-time feedback is the most important element of becoming a great coach. It's not only important to be timely with your constructive feedback, but also in recognizing and celebrating achievements.

How do you coach leadership skills? ›

We've compiled a list of eight essential coaching skills that help leaders take coaching to the next level.
  1. Be Supportive: ...
  2. Define The Topic and Needs: ...
  3. Establish Impact: ...
  4. Initiate A Plan: ...
  5. Get A Commitment: ...
  6. Confront Excuses/Resistance: ...
  7. Clarify Consequences, Don't Punish: ...
  8. Don't Give Up:

What makes a good leader coach? ›

Effective coaches do not minimize the importance of coaching to their role and the organization. They display Emotional Intelligence (EQ). Successful coaches are able to manage their own feelings, accurately observe the feelings of others, and tactfully respond in ways that minimize a person's defensiveness.

What are the 3 types of coaching styles? ›

There are three generally accepted styles of coaching in sports: autocratic, democratic and holistic. Each style has its benefits and drawbacks, and it's important to understand all three.

Why is coaching and mentoring important in performance management? ›

They forward knowledge in employees and instill values and work demands among them. Best coaching skills conduct the best performance, higher motivation and work satisfaction. It develops best working relationships between employees and managers [6].. The second most important performance management tool is mentoring.

What is mentoring in performance management? ›

Mentoring is the Employee training system under which a senior or more experienced person (the mentor) is assigned to act as an advisor, counselor, or guide to a junior or trainee. The mentor is responsible for providing support to, and feedback on, the person in his or her charge.

How do you mentor a team member? ›

Here are eight ways you can grow your employees through mentoring:
  1. Use onboarding as an opportunity to assign mentors. ...
  2. Offer career mentoring. ...
  3. Identify employees who would do well in a leadership role. ...
  4. Let senior employees receive mentoring from less experienced ones. ...
  5. Celebrate diversity. ...
  6. Develop mentoring circles.

How does mentoring improve leadership skills? ›

Mentors may help you focus and gain clarity on issues. They may inspire you and provide encouragement and moral support when needed. They may also facilitate access to people in their network that might be a resource for you. A mentor may also provide candid feedback that others may not.

Why mentoring is important in leadership? ›

When mentors share their expertise with others, it can elevate their credibility within the organization. Why? It demonstrates confidence in their abilities, indicates strong leadership because of their willingness to nurture others, and builds trust because of their investment in the success of other employees.

What are some of the benefits of coaching and mentoring? ›

Benefits of Coaching and Mentoring
  • Explore needs, motivations, desires, skills and thought processes.
  • Identify solutions and actions.
  • Set appropriate goals and assess progress.
  • Commit to action and develop lasting personal change and growth.
  • Continually improve competencies and develop new skills.

What is the impact of coaching and mentoring? ›

Coaching and mentoring can be effective approaches to developing employees. Both have grown in popularity, with many employers using them to enhance the skills, knowledge and performance of their people around specific skills and goals.

What is leadership development and coaching? ›

Leadership coaching is the conscious process of developing talents and competencies within individuals so that they can work more effectively with others. Leadership training often centers around effective communication skills, business coaching, and understanding the impact of different leadership styles.

How do I develop my mentoring skills? ›

Mentoring Skills
  1. Create an open and supportive climate for discussion. Seek to develop trust by encouraging open, two-way communications; this often means sharing personal experiences or difficult times. ...
  2. Demonstrate good listening/follow-up skills. ...
  3. Provide constructive feedback and advice.

What are the qualities of a good leader? ›

Good leaders possess self-awareness, garner credibility, focus on relationship-building, have a bias for action, exhibit humility, empower others, stay authentic, present themselves as constant and consistent, become role models and are fully present.

What are the keys to effective mentoring? ›

The keys to establishing a successful mentoring relationship include creating a relationship of trust, clearly defining roles and responsibilities, establishing short-and long-term goals, using open and supportive communication, and collaboratively solving problems.

Why is mentoring important in the workplace? ›

Workplace mentoring increases employee satisfaction and talent retention. Mentors not only develop mentees as successful professionals, but also provide psychological support. As a sponsor, they utilize their influences and connections to support the career advancement of mentees.

Why coaching skills is important for a leader? ›

Coaching helps business leaders build emotional intelligence, with greater self-awareness, empathy, and self-control. Professional coaches provide observations and feedback about individual performance and assist leaders with developing strategies for personal improvement.

What is an example of coaching in the workplace? ›

An example is an employee who turns in work late puts a project behind schedule, but a coach can help develop time management skills and improve the employee's productivity. Coaches may provide one-on-one training when company policy changes to help employees change their behavior and adapt to innovations.

Why is coaching so important in the workplace? ›

Coaching encourages communication, reflection, and self-correction. This helps your employees become more autonomous so that they can take ownership of their work. It also helps you develop a more confident workforce, as people believe they have the right skills to perform.

How coaching can improve performance? ›

A coach can help a leader identify skills to be developed, key strengths, and strategies for improvement. Coaching can focus on achieving goals within a leader's current job or a move in new directions. Derailing executives can benefit from coaching to improve performance, too.

What is the importance of coaching? ›

The Benefits of Coaching in Organizations:

Improves individual performance. Helps identify and develop high potential employees. Helps identify both organizational and individual strengths and development opportunities. Helps to motivate and empower individuals to excel.

What are coaching skills? ›

What are coaching skills? Coaching skills are the qualities and actions that focus on helping individuals improve performance. Rather than focus on deficits, coaching skills aim to pose probing questions in order to guide others toward improvement and learning through teamwork, positive leadership and strengths.

Videos

1. Executive Coaching versus Mentoring: Getting Leadership Transitions Right
(Organizational Talent Consulting)
2. Developing Talents
(Marmelo Abante Official)
3. Coaching Tips For Managers And Leaders - How Can Managers Improve Their Coaching Skills?
(MEDDIC Academy: Enterprise Sales Training)
4. What will you learn at the Certified Talent Development and Learning Professional (CTLP) program?
(ITD World)
5. Evaluating coaching or mentoring on the organisation at an executive level. By Eileen Hutchinson
(EH Coaching Academy)
6. 5 Coaching Questions That Always Work When Coaching Leaders
(Coach Ajit x Evercoach)

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