Upload
ahmed-yinka
View
216
Download
0
Embed Size (px)
Citation preview
8/4/2019 Executive Coaching and Mentoring.33
1/39
EXECUTIVE COACHING ANDMENTORING
BYAHMED ABDULCENTRE FOR MANAGEMENT DEVELOPMENTKANO AREA OFFICEF1, ALLIANCE BUILDING
(former AIRPORT ROAD), KANO
8/4/2019 Executive Coaching and Mentoring.33
2/39
LEARNING OBJECTIVESAt the end of the session, participantswill be able to:
define executive coaching andmentoring,
state why (reasons) coaching andmentoring are necessary, and
state the benefits of coaching andmentoring
8/4/2019 Executive Coaching and Mentoring.33
3/39
COACHING
Coaching is a training function Coaching is an effective means of
developing people on the job through
- direct discussion- initiation- planned activity
The main aim of coaching an individual
and/or group is to solve a problem;perform a task: on the job activity
8/4/2019 Executive Coaching and Mentoring.33
4/39
(Verb) coach describes it as:
to tutor
to train
to give hints
to prove with facts
a development activity
8/4/2019 Executive Coaching and Mentoring.33
5/39
Coaching helper (coach/manager) - shows others what they do wrong and
how to put it right
- takes responsibility for guiding others tosee coachs point of view
- uses his/her skills to help others get bestadvice and guidance
Coaching is, therefore, plannedsystematically to be successful anddesigned to improve the skilledperformance of another person.
8/4/2019 Executive Coaching and Mentoring.33
6/39
COACHING PROCESS Systematically planned: step by step process
Basic Steps
Recognising opportunity to coach:- Awareness of opportunity to coach- Seize learning opportunities- Smart to recognize coaching opportunity
- Manager must possess technical and/orprofessional competence- Must be thorough and competent
8/4/2019 Executive Coaching and Mentoring.33
7/39
Opportunity may arise from
- Introduction of new products/
services
- Special assignments
- Job changes
- New employments.
8/4/2019 Executive Coaching and Mentoring.33
8/39
Identify Resources Human - Competent coach to handle coaching
assignment. Information on weak areas to
address current status of one to be coached Time Place Financial Requirement Individual/group/team.
8/4/2019 Executive Coaching and Mentoring.33
9/39
Climate Setting
INDIVIDUAL
- Conducive and right climate set
ORGANIZATIONAL LEVEL
- Learner must be happy/satisfied
- Good frame of mind.
Develop Helping Relationship
Cordial between coach and the learner. Coach mustestablish level of trust. Coach must be competent.
8/4/2019 Executive Coaching and Mentoring.33
10/39
Provision of Help
Only when necessary
Review Learning
To ensure there are improvements To ensure learning has taken place
Compare new performance standards with lastlearning goals.
If objectives have been met, then learning has taken
place. Otherwise, more efforts must be put into the
coaching to achieve desired results.
8/4/2019 Executive Coaching and Mentoring.33
11/39
Confirmation of new Competence
Met objectives confirm newcompetence.
Learner can function on his own.
8/4/2019 Executive Coaching and Mentoring.33
12/39
WHY UNDERTAKE COACHING?
1. Management Process - integral part
of Supervisors job to give continuous
support and guidance to achieveorganizations goals/ objectives.
2. Standards
3. Reputation
8/4/2019 Executive Coaching and Mentoring.33
13/39
WHY UNDERTAKE COACHING?
4. Achievement
5. Removing difficulties
6. Time for other pressing/seriousissues
7. Organizational growth due toimproved performance
8. Theory into Practice links academicworld of theory with the real world ofuncertainty, change and challenges.
8/4/2019 Executive Coaching and Mentoring.33
14/39
IS COACHING A FORM OF CONSULTING?
While there is a consulting element incoaching, executive coaches play a rolethat is distinctly different from consulting.
Consultants and coaches both help youbuild the business you want. Coaches,however, also help you have the life youwant.
The consultant's specialty is informationand insight. Coaches are more concernedwith performance, perspective, balance,focus, and inspiration.
8/4/2019 Executive Coaching and Mentoring.33
15/39
IS COACHING A FORM OF CONSULTING?
Consulting is largely a cognitivefunction, serving the head. Coaching
is commonly more of a heartfunction, making sure that you stayaligned with your core values andyour deeply-held aspirations.
Consultants bring you expertise.Coaches mature your own expertise.
8/4/2019 Executive Coaching and Mentoring.33
16/39
Executive coaching and
executive mentoring Both involve a one-on-one
relationship between you and a
trusted advisor in a setting ofconfidentiality, personal development,and collegial respect. Commonly thesame person may serve as your
coach and mentor
8/4/2019 Executive Coaching and Mentoring.33
17/39
Executive coaching and
executive mentoring As a result, what many companies
call "coaching," others call
"mentoring." Even some coaches usethe terms interchangeably.
Still, coaching and mentoring areeach distinctive approaches to
executive and leadershipdevelopment.
8/4/2019 Executive Coaching and Mentoring.33
18/39
EXECUTIVE COACHING Executive coaches equip you to deal
more confidently and competently
with critical near-term issues.
They help you perfect leadership andmanagement skills that have lasting,immediate impact.
Coaching frequently focuses on needsidentified in a 360-degree reviewconducted by the coach, your
company, or an external consultant.
8/4/2019 Executive Coaching and Mentoring.33
19/39
EXECUTIVE COACHING (conts) Executive coaches also provide
inspiration, encouragement, and
motivation. And they prod you to stayon track with your most vitalpriorities and objectives
8/4/2019 Executive Coaching and Mentoring.33
20/39
EXECUTIVE COACHING (conts) Executive coaching centers on
outcomes that can be attained in a
relatively short period (usually threeto six months).
As you achieve those outcomes, youmay choose to extend the coaching
relationship by identifying other areaswhere executive coaching wouldbenefit you
8/4/2019 Executive Coaching and Mentoring.33
21/39
EXECUTIVE COACHING (conts) With its focus on discrete, near-term goals,
executive coaching is structured to achieveoptimal results in a minimum amount of
time.
Coaching sessions (by phone or in person)occur weekly or bi-weekly, typically lastingfrom 30 to 90 minutes.
More intensive schedules can also beaccommodated, including two and threehour sessions or day-long "shadowing" by acoach
8/4/2019 Executive Coaching and Mentoring.33
22/39
PERFORMANCE REVIEW
To constantly check the progress of
learner:
Helps to identify weaknesses and to correct
them
Helps in not given excess help and to avoid
spoon feeding the learner
Helps enables low learner to develop
his/her analytical mind and initiative.
8/4/2019 Executive Coaching and Mentoring.33
23/39
MENTORINGThere are many different types ofmentoring. However, for purpose ofthis paper, we would consider
CORPORATE mentoring.The Corporate mentoring roles areoften designed to support specificgroups, such as:
New recruits
Graduate trainees
8/4/2019 Executive Coaching and Mentoring.33
24/39
MENTORING individuals facing a career change, or
redundancy or pre-retirement,
people with a specific desire andmotivation to manage their ownlearning and development,
etc.
8/4/2019 Executive Coaching and Mentoring.33
25/39
EXECUTIVE MENTORINGBy contrast, executive mentoring isgenerally:
less structured, longer running,
broader in scope, and
pursues a more open-ended agenda.
8/4/2019 Executive Coaching and Mentoring.33
26/39
EXECUTIVE MENTORING
(conts.) Executive mentoring often deals with
the broader backdrop of your life and
career. Executive mentors may help you
work toward goals that are bothimmediate and long-range, including
goals that stretch well into the future. If we think of executive coaching as
imparting skills, executive mentoring isfocused on imparting wisdom in usingour skills.
8/4/2019 Executive Coaching and Mentoring.33
27/39
EXECUTIVE MENTORING
(conts.)Executive mentors deal with such issuesas:
career satisfaction,
professional development, critical life transitions, personal growth creating executive presence,
preparing for your next promotion,
8/4/2019 Executive Coaching and Mentoring.33
28/39
EXECUTIVE MENTORING
(conts.) becoming comfortable in a new role, keeping life in balance, navigating corporate politics,
gaining greater mastery of yourleadership and management function,
etc.
8/4/2019 Executive Coaching and Mentoring.33
29/39
EXECUTIVE MENTORING
(conts.) Mentors frequently double as executive
coaches.
They also serve as confidants, soundingboards, supportive listeners, guides, andtutors.
Compared to an executive coach, yourmentor may meet with you less frequently.
But mentoring sessions are normally longerand more far-ranging than coachingsessions.
8/4/2019 Executive Coaching and Mentoring.33
30/39
EXECUTIVE MENTORING
(conts.)
Because its scope is considerably broaderthan executive coaching, a mentoring
relationship typically lasts at least nine orten months. Sometimes they last as long astwo or three years.
Moreover, once a formal mentoringrelationship runs its course, many peoplechoose to have occasional "check-up" visitswith their mentor for years to come.
8/4/2019 Executive Coaching and Mentoring.33
31/39
Leaders have always turned to trustedmentors:
for counsel, advice, and independent
viewpoints. Indeed, mentoring and medicine are
perhaps the oldest "people-helping"professions in the world.
This "people
-helping" spirit lives on today inexecutive mentoring. Mentors play diverse
roles in the lives of executives, topmanagers, professionals, andentrepreneurs.
8/4/2019 Executive Coaching and Mentoring.33
32/39
W
HAT MENTORS PROVIDE Safety: a confidant with whom you can
share personal frustrations, fears,uncertainties, or even doubts without
worrying about an adverse impact on yourcareer or working relationships.
A sounding board: an engaged,supportive listener who poses insightful
questions as you talk through toughleadership decisions, new ideas for yourbusiness, or life choices outside yourexecutive or professional career.
8/4/2019 Executive Coaching and Mentoring.33
33/39
W
HAT MENTORS PROVIDE (conts.) Perspective: a knowledgeable advisor who
understands executive leadership andoffers an outside point of view on your
business and the dynamics within it. Counsel: an advisor who helps you sort
through difficult issues related to ethics,employee relations, the direction of yourcareer, or life outside your business.
Coaching: a skilled communicator whoshows you how to sharpen the tools mostcritical for your success.
8/4/2019 Executive Coaching and Mentoring.33
34/39
WHAT MENTORS PROVIDE (conts.)
A Guide: a probing questioner whohelps you keep your values aligned,your priorities in order, and your
inner life in balance. Frequently a mentor doubles as an
executive coach or as a consultant.Indeed, some coaches andcorporations use the terms "coaching"and "mentoring" interchangeably.
8/4/2019 Executive Coaching and Mentoring.33
35/39
The Difference BetweenCoaching and Mentoring
Executive coaching and executive mentoring:
Both involve a one-on-one relationship between youand a trusted advisor in a setting of confidentiality,personal development, and collegial respect
Commonly the same person may serve as your coachand mentor.
As a result, what many companies call "coaching,"others call "mentoring." Even some coaches use theterms interchangeably.
Still, coaching and mentoring are each distinctiveapproaches to executive and leadership development.
8/4/2019 Executive Coaching and Mentoring.33
36/39
BENEFITS OF COACHING ANDMENTORING
More effective teamwork
Improved productivity Reduced conflict
Quality enhancement
Reduced customer complaints
8/4/2019 Executive Coaching and Mentoring.33
37/39
CONCLUSION
Coaching and Mentoring are simpleand practical activities that can beapplied to a continuum of situations .
The focus for any coaching andmentoring relationship should be onwhat individuals are learning aboutthemselves and their situation to takecontrol and responsibility formanaging their development.
8/4/2019 Executive Coaching and Mentoring.33
38/39
8/4/2019 Executive Coaching and Mentoring.33
39/39