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What is the difference between Coaching & Mentoring

Difference Coaching Mentoring

Most people would classify a Mentor and Coach along the same lines. Even more people would group them together without any differentiation. They differ, and here’s how they can help your business as separate professionals.

Mentoring and Coaching both have their place for companies both big and small. Coaching meets a very specific task-related goal within a few sessions. It involves the direct Manager’s feedback and input. Mentoring serves to make grand social changes to improve the overall function and cooperation in a company.

If you ask yourself what you are trying to accomplish, and have a concrete goal, then you need a Coach to help your firm. Basically, the Coach is going to focus on more concrete and task-oriented items, such as learning to articulate better or to learn ways to be a more strategic thinker.

It requires a content expert who knows the area and can help the individual or group develop the specific skills required to meet the goal.

Mentoring is Relationship Centred

The executives at a company may have changed the culture to work as teams for the purpose of better meeting company goals. Mentoring might focus on making the necessary changes within an organisation to foster a more teamwork-focused environment.

Mentoring works by fostering work that is performed in a safe environment. It theoretically allows for the Mentors to safely express how they are experiencing the old culture and new culture, for instance. In the process of exploring working culture, there may be a discussion about work and life balance.

Coaching is aimed to meet goals that are very focused and is only a short-term solution. Coaching may meet its end after only a few sessions. The nature of Mentoring, being more socially and relationship oriented is long term, typically lasting 9-12 months.

Coaching is definitely performance driven because there is an evident outcome that will define whether it is successful  or not. Say an employee was promoted, and the new role requires giving compelling speeches. The individual swallows their words, but their command of language is not good. Basically, the Coach focuses on how to help improve the individual’s speaking skills.

The mentoring scenario fosters a relationship that takes a time to build. It requires an overarching plan that has benchmarks along the way. Is the team meeting goals when it should be towards working better as a team? Is the culture changing at the pace that one might expect?

Coaching requires practice and skill but does not need a schedule. Coaching may involve evaluating the employees who need to learn to give speeches. The coach would need some competency in that area. The coaching does not involve very much lead-time to make the programme a reality.

Mentoring is like a long-term project and requires a design phase. During that period a purpose and focus areas are identified. The mentor determines what mentoring models to use. They will work on how to pair up mentors, for instance, if they decide to foster the change through that method.

The immediate Manager works with the Coach to help the employee. The manager may be called upon to speak about the employee’s progress in the coaching process. This guides the Coach.

In Mentoring, the Manager is not necessarily involved, at least not directly. The Manager could impart information such as what employees are good social leaders within the company. For instance, for changing culture, some employees have more pull among their peers than other employees. The company may ask the Managers who has pull and therefore who to focus on involving in some of the culture-building exercises.

Coaching is useful in many cases, just as Mentoring also has its own uses. For the purposes of employee development, turn to coaching. To develop specific competencies a performance management tool and the employees’ Manager are useful resources.

Employees who could be performing better are a prime target for coaching. When a company is about to institute a new programme or computer system, and needs to get the buy-in of employees, a coach can be very helpful. Building skill for a small population of employees in one area responds well to coaching as well.

Mentors are useful when the company wants to build Leadership from its present pool as part of a plan for succession. Remember it is social in nature. So you might also find that as part of a method to improve success of diverse employees, mentoring can remove barriers to meet this goal. Developing employees socially, or attempting to internally develop expertise when a wave of employees are about to retire, consider Mentoring.

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