Coaching & Mentoring

From experience, I do understand that there is often confusion in the minds of managers between Coaching and Mentoring and I’d like to clarify that right now. Mentoring is sometimes undertaken by direct line-managers in the organisation with whom the mentee may have a direct reporting relationship.  However, this isn’t always the case

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For example, I worked with a Brewing Group in the North of England on a Performance Management project which ran in tandem with a sophisticated Mentoring process for graduates or new management hires. The process was focused on identifying core managers in the business who were acknowledged ‘high flyers’, and twinning them with high potential graduates and new hires. 

Purpose of Mentoring

The process was put in place to escalate new business partnerships with the larger Pub Groups in Leeds, Manchester and Liverpool.  The process enabled the graduates and new hires to rise quickly up the learning curve of the business and contribute positively to winning customers.

Mentoring is different from Coaching because the Mentor is technically or professionally experienced in a set business arena and should be in a strong position to share experience and provide focus for the mentee.  Mentoring tends to be a longer-term intervention, whilst Coaching is shorter term.

Organisational Mentoring

Mentoring is usually based in the functional area. Coaching is a distinctly separate process that involves no direct line authority over the Coachee.

It may be of interest to note that several Chartered Institutes such as the Institute of Internal Audit run a mentoring scheme for students who undertaking professional examinations.  Students are paired with senior Audit Managers from completely different companies and organisations to expose the mentee to a variety of audit experiences in different organisational contexts.

Effective Coaching

Effective Coaching is very much a special relationship between coach and Coachee that enables the Coachee to take personal action and to progress and promote personal and organisational improvement.  My preferred approach to Coaching is based upon a non-directive ‘content free’ process that is owned by the Coachee and facilitated by the Coach. 

The methodology behind coaching is focused on the Coachee taking responsibility for their own learning and this will have real benefits for the organisation.  The Coach facilitates and adds structure to the learning and development process to enable the Coachee make more informed choices about their development and learning.

Benefits arising from Coaching