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Workbook Cover Fundamental of Coaching (Participants' Workbook)

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Know the Difference Between Coaching and Mentoring

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One of the most frequent questions that I am asked as a coach is, "What is the difference between a coach and a mentor?" While the skills required are similar, and both are used as professional development tools, the structure and the outcome are quite different.
Definitions
The best place to start is a definition of coaching and mentoring.

Coaching: The International Coach Federation ( https://coachfederation.org) defines coaching as "Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential."

Mentoring: A simple, broad definition of mentor is "an experienced and trusted advisor." BusinessDictionary.com ( http://www.businessdictionary.com) defines mentoring as an "Employee training system under which a senior or more experienced individual (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 individual in his or her charge." One note of clarification: While many organizations offer in-house mentoring programs, often as part of a leadership training program, it is common for mentees to work with mentors outside their organization.
Selection
Coaches and mentors can be selected to work with professionals based on their industry expertise (banking, health care, manufacturing), position expertise (marketing, finance, human resources), skill set (spokesperson, committee chair, conference presenter) or other valuable expertise that can enhance a professional's life, like community service or board service.

The best way to understand how coaching and mentoring relationships are structured is to do a side-by-side comparison:

Now that you have a basic understanding of the difference between coaching and mentoring, how will you know which is best...working with a coach or working with a mentor?
When to Use a Coach

1. Develop raw talent with a specific new skill

2. Enhance the experienced professional with a new or refreshed skill

3. Help individuals who are not meeting expectations or goals

4. Assist leaders in coping with large-scale change through a merger or acquisition, like managing new "blended" work teams and adapting to the merging of company cultures

5. Prepare a professional for advancement in the organization

6. Improve behavior in a short period of time, like coaching an executive to address the media on a specific topic

7. Work one-on-one with leaders who prefer working with a coach rather than attending "public" training programs

When to Use a Mentor

1. Motivate talented professionals to focus on their career/life development

2. Inspire individuals to see what is possible in their career/life

3. Enhance the professional's leadership development

4. Transfer knowledge from senior to junior professionals

5. Broaden intercultural or cross-cultural ties within the organization

6. Use the mentoring process as an entrée to succession planning

Choices
When deciding whether to use a coach or a mentor, consider the goal you wish to achieve. The coach and the mentor will help professionals in different ways to accomplish their goals. In fact, some professionals use multiple coaches or multiple mentors throughout their careers, depending on their desired goals. In both coaching and mentoring, trust, respect and confidentiality are at the forefront of the relationship. Here is an example of how a coach and a mentor could be used:

Jeremy is an energetic sales associate who has been identified as a high potential. While he is energetic and enthusiastic in sales team meetings, he turns into a different person when he is in front of senior managers. He becomes nervous, he fumbles and his mind wanders. His boss decides that he should work with a coach. His boss hires a presentation skills coach to help Jeremy deliver more engaging presentations. A presentation skills coach will give Jeremy the specific tools he needs to ease his tension, allow him to focus and apply his natural energy to the presentation.

Since Jeremy is new to the sales department and a natural with customers, his boss sees his career potential immediately. He sees a bit of himself from 20 years earlier. He wants to groom Jeremy for a management position in the next few years. The boss has two options: To mentor Jeremy himself or to find another senior level sales professional to mentor Jeremy. Sometimes the boss plays the role of coach or mentor; sometimes, it is more appropriate to select another person either inside or outside the organization to assist the professional who needs help. Once you see early results, you will know if your decision was the right on or if it needs to be modified.

As you delve deeper into working with a coach or a mentor, consider these final tips:

Decide what assistance you need. Are you trying to figure out how to climb the corporate ladder? Do you want to be considered for more high-powered job assignments? Do you have an interest in working on more internal committees? Would you like to improve your presentation skills so you can deliver more presentations at national conferences? Are you interested in managing a community project for your company? When you decide what your need is, find an appropriate coach or mentor.

Trust and respect your coach or mentor. Every meaningful relationship is built on the foundation of trust and respect. You must trust your coach or mentor to provide you with expert guidance, feedback and support, based on his/her life experiences. Respect his/her opinions and ideas for the same reason because your coach or mentor has lived through challenges that you may not have yet experienced.

Establish ground rules. Determine how often you will meet, how long your relationship will last, outline of roles, importance of confidentiality and preferred methods of communication and feedback.

Determine your outcome. What do you want to have happen to you at the end of the relationship? Discuss this with your coach or mentor.

Open your mind and heart. Learning from someone who has more experience than you do and who can share successes and failures openly is a tremendous gift. The key to getting the most out of the relationship is your ability to enter into the relationship with as open a mind and heart as possible. Don't be judgmental or too hasty in your decisions. Expect the unexpected.

As you can see, being involved in a coaching or mentoring relationship can enhance your professional and personal life in ways that you could not achieve on your own. Keep your mind open to the possibilities. When you have been coached and mentored, then you can pay it forward by coaching or mentoring others. Take what you have learned and pass it along to those who can benefit from your knowledge and experience.

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Know the Difference Between Coaching and Mentoring

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Know the Difference Between Coaching and Mentoring The Center for Corporate and Professional Development | One of the most frequent questions that I am asked as a coach is, "What is the difference between a coach and a mentor?" While the skills required are similar, and both are used as professional development tools, the structure and the outcome are quite different.

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Coaching and mentoring basics or fundamentals can be instrumental in every coaching business. Although there are some similarities in the roles that mentoring and coaching play; helping to initiate transformational changes in people's lives, their methods and the structures of the relationship are different.

What is Coaching?

The most widely accepted definition of coaching is from the International Coach Federation. In coaching, the learner has primary ownership of the goal, but the coach has sole proprietorship of the process. There are several coaching specialties in the industry today; life coaching, relationship coaching, health coaching, success coaching, grief, and loss coaching, etc. Coaching focuses on solutions and actions by which clients seek to achieve results, rather than looking for reasons behind the failures. In coaching, the learner has primary ownership of the goal, but the coach has sole proprietorship of the process.

What is Mentoring?

Mentoring is a process through which individuals offer professional expertise and support to others who are less experienced than they are. A mentor is typically referred to as "an experienced and trusted advisor" and can serve as a teacher, counselor, and advocate to those looking up to them for guidance. Mentors are known to be subject matter experts (SME) within their field of learning. Unlike coaching, mentoring allows the learner to own both the goals and the process, and model their behaviors on given examples and experience of his or her mentor. Mentors are professionals that can help individuals navigate both professional and personal obstacles, working with all aspects of a client's life.

How to know if Your Clients Need Coaching or Mentoring?

The best way to find what service your clients need is by asking relevant and compelling questions. Based on their responses you will be able to determine if your coaching services are what they require or mentoring services. Understanding the differences between the coaching and mentoring relationship will help you implement their processes successfully into your coaching practice.

Coaching and Mentoring Basics For All Coaches

For coaches to be successful in their coaching relationship with clients, the following coaching and mentoring basics (essentials) should be implemented.

Coaching Basics

1. Practice Integrity and Build Trust; it's essential you establish an atmosphere of open communication and mutual respect.

2. Avoid Judgmental and Advice-Oriented Questions; preferably, ask fundamental and relevant questions that empower and results in solutions.

3. Be always present (attentiveness): Let your clients you are hearing what they are saying; active listening skills is essential.

4. Curiosity; Be curious about what may be causing the problem; do not automatically jump into problem-solving mode. Propose relevant open-ended questions that will persuade the client to open up.

5. Create Strategies and Action Plans for Goals; discuss with clients what you want to accomplish and be clear about your expectations. A clear timeline is needed for goals and desires to be uncovered and fulfilled.

6. Providing Feedback; embracing continuous feedback from your clients increases the effectiveness of the coaching process; help both coach and client to be on the same page (no misunderstanding) of action steps and desired goals.

Mentoring Basics

1. Fostering a relationship is vital in mentoring. Be aware that the mentoring relationship is personal and confidential; therefore trust will mostly take time to develop.

2. Clarity; Propose relevant open-ended questions that will persuade the client to open up.

3. Compassion; in the mentoring relationship, genuine concern and empathy by the mentor should be always visible to the mentee (client).

4. Active listening skills are very crucial to the mentoring process; your client or mentee must be sure you comprehend what they are expressing in order to help them.

5. Support; your clients must be confident knowing that you are there to guide and support them in their personal and professional endeavors.

Practicing the coaching and mentoring basics in your coaching business will positively impact your relationship with your clients. Naturally, you neither have to be a mentor or utilize mentoring methods to be successful in your coaching practice. Nevertheless, if you do decide to see clients for mentoring, you want to ensure they are aware of what service they see you for. Also, you want to be sure you are employing the mentoring process effectively to help your clients overcome obstacles and achieve their desired goals.
By the way... you're invited to claim your FREE step-by-step "Master Coach Blueprint" video toolkit. Just go HERE now to get your master coach blueprint videos.
Peggy Adegoke
Life Coach
Writer, Coaches Training Blog community

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Coaching And Mentoring Basics Every Coach Should Practice

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Coaching and mentoring basics or fundamentals can be instrumental in every coaching business. Although there are some similarities in the roles that mentoring and coaching play; helping to initiate transformational changes in people's lives, their methods and the structures of the relationship are different.

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In this episode, Alison and Ren discuss some leadership highlights and low points of 2022 and what they're most looking forward to when it comes to leadership in 2023. They explore examples of leaders who have used their power and influence to give back to others, and those who have not. This year, let's emulate those who are making purpose core to their leadership style, and lead with that.

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The 6 Essential Principles of Leadership Coaching

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In this episode, Alison and Ren discuss some leadership highlights and low points of 2022 and what they're most looking forward to when it comes to leadership in 2023. They explore examples of leaders who have used their power and influence to give back to others, and those who have not.

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An executive's character is reflected by the people who look to him or her for leadership. What they look for is whether or not the executive is "coachable," by which I mean open to feedback from others. Is the executive willing to constantly re-examine his or her own character and make adjustments when necessary?

The company's employees will determine if the executive is obtuse and unwilling to change. They will be patient at first, but unless they appreciate the executive's character, the work environment will not be as productive as it could be.

As a businessperson, the executive certainly should know about Adam Smith's "invisible hand" and the free market to be successful. The executive needs to take a look at the other invisible hand: his or her personal character.

One way to frame this evaluation is through the seven fundamentals of leader development:

Collaborative Convincement: The fundamental of collaborative convincement represents the balance of management skills with leadership skills.

Emotional Strength: Emotional strength speaks to the balance of a healthy ego with the proper use of empathy.

Integrative Ethics: Integrative ethics addresses the balance between properly intended rules and good results.

Provident Power: The fundamental of provident power unpacks the necessary balance of professional power with personal power.

Interactive Influence: Interactive influence describes the balance of disclosure to others with feedback for the self.

Team Forbearance: Team forbearance represents the interaction of positive team behaviors for task completion and group relations.

Systems Discernment: Systems discernment addresses the perception of work meaningfulness and the actual work systems that surround employees.

Executives who truly desire to become leaders must first know that, while they may be called leaders, it is not about them. Leadership doesn't happen by the efforts of one person. If executives act as if they are the "one best person" to lead, they have missed the point.

Second, the executive is solely responsible for one thing: to be a model for a high standard of personal character in leadership. Part of this is constantly monitoring, gauging and enhancing his or her own skills to lead others-being coachable.

Leadership is not about having a corner office or a lofty title. Executives have proven their operational competence prior to arriving to the executive suite. Once there, they have to demonstrate their character.

( Editor's Note: Peter Dean is author of The Coachable Leader, which is designed as a feedback resource for executives based on these seven fundamentals of leadership development.)

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Seven Fundamentals for Coaching Executives

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Being a business leader is more about being coachable, rather than being the coach, and more about your own personality than those of your employees., Being a business leader is more about being coachable, rather than being the coach, and more about your own personality than those of your employees.

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CleverMemo - The best Coaching Software for sustainable results and a thriving business

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There's a set of coaching skills that every good coach possesses. What makes a good coach? What are the qualities? There are a number of essential coaching skills you need to become a great coach.

In general, a coach supports her client in achieving specific goals or solutions, change processes and personal development. But what distinguishes an average coach from a great coach?

Some skills such as empathy, curiosity and intuiting are natural abilities or will increase with your experience and practice as a coach others can be learnt.

12 Essential Coaching Skills that make you a great coach

The First Basic Coaching Skill - Goal Setting

The first important coaching skill to possess is the ability to elicit clear, achievable, well-defined and motivating goals from your clients. The right goals and milestones guide the actions and focus the clients' energies on a clear objective.

To help the client to explore and evaluate their goals some proven goal setting techniques like SMART are a good choice. This means the goal should always be Specific, Measurable, Attainable, Realistic, and Timely. Another important skill of a great coach is to be able to reframe problems as solutions. So whenever your clients tell you about a problem, ask what needs to happen to solve this problem.

Another Key Coaching Skill - Actively Listen

A great coaching skill is to actively listen to the client, gathering information and afterward filtering and clarifying it for the client. An active listener is neutral, non-judgemental and engaged. So try to be as objective as possible, give each client your full attention and show genuine interest. Active listening contains:
Repeating: By repeating meaningful words or sentences you show your clients that you really understand what's important to them and that you truly understand them.

Paraphrasing: Is rendering the message using similar words has the same effect as repeating.

Summarizing: Summarize the main message of your client in your own words (use short sentences). This makes sure you understand your client's message and helps to keep the focus on what's important.
You can also actively listen to your clients between the sessions. Use a software tool like CleverMemo where they can share their thoughts and experiences and give them the feeling there's always someone listening to them.

Looking and Observing:

Besides actively listening to the words of your client you shouldn't forget to read the gestures, take in the emotions and thoughts and read between the lines. Does the client get really angry while she is telling you about her colleague or sad while talking about her partner? Is she excited or anxious while she is talking about that job interview?

A good coaching relationship: Build rapport and demonstrate empathy

Another very important coaching skill is to show your client that you truly understand her. By actively listening and observing empathy develops naturally. It's about connecting with your client without judging and being self-focused. Empathy builds trust and is an important element of a great coaching relationship.

Don't just follow a framework of a coaching process. Every client and process is individual and so is the need for support. Try to find out what could help your client to achieve her goal faster or to find a sustainable solution for her problem.

The difference between knowing (or assumptions) and discovering is curiosity. Another basic skill good coaches possess. Try not to judge and to stay as objective as possible while you find out what truly matters to your client.

Show a genuine interest in her goals or problems and stay in the moment instead of being focused on the next question or technique on your agenda. A valuable skill is to keep interruptions to a minimum but at the same time keeping the conversation focused and on-target.

Provide a Structure (Guideline) throughout the process

A coach supports her clients in achieving a specific goal or to find solutions to a situation they are in. Usually, this is not a one-time event but a process that takes time. The session is used to find new solutions, inspiration, impulses and to think about the action steps our client has to take before they achieve their goals.

The real work starts after the session where our client has to implement the learnings from a session into her daily life. In theory, this is often easy, but there will always be (unforeseeable) hurdles, roadblocks, reactions, distractions or unhelpful patterns which make taking these steps harder than it seems.

As a great coach, you know about this fact and prepare your clients for it. Don't leave your clients alone after the session and provide a guideline or framework throughout the coaching.

Every client and every process is individual and so should be the level of support you provide. Regular check-ins, worksheets, a journal or questionnaires are great tools to keep the process going between sessions and to make sure our clients stay on track. CleverMemo is a great software tool that helps you to provide this individual support to each client and to save time with your daily tasks like session prep.

Effective Coaching Skills - Give Feedback:

Giving Feedback the right way is another essential coaching skill. Feedback should never be arrogant or used as a vehicle to show your client „you know better" or you're the expert. It should be clear, relevant, constructive, solution-focused, positive and motivating.

The goal is not to make the client feel bad about what she's doing but more to help her find solutions and new ways to improve and do better. Providing feedback the right way is a great vehicle to build trust with a client.

Get Feedback:

Assign your clients a short questionnaire after each session where they can share their key insights of each session and provide feedback on what was the most valuable in this session. Encourage them to write a success journal to share their thoughts and experiences right at the moment when they occur and emotions are fresh.

Use regular check-ins to see how things are going and if further support is needed. We have several ready-to-use tools and templates integrated into CleverMemo. You can assign them to your clients' coaching stream with just a few clicks and get invaluable feedback.

Key Coaching Skill: Ask (the right) questions at the right time

Asking powerful questions is one of the most important coaching skills. The right questions help your clients to get clear on their goals, as well as to find answers and solutions to their problems.

Knowing the right types of questions and ask them at the right time is the key to a successful coaching process. This article with 6 different types of questions and over 70 example coaching questions will let you dig deeper.

Good Coaching Skill #10: Constantly Evaluate

Coaching Evaluation is a systematic way to determine the outcome and merit of effective coaching. Coaching is a dynamic and individual process. Our clients' plans and goals are never static because development and change are never linear. Goals will and should change and evolve during a coaching relationship.

To manage the upcoming deviations it's important to monitor and evaluate the ongoing process continuously. This helps to easily determine whether adaptive action and additional guidance are required. How to implement this effective coaching skill in two steps is described in this article.

The right use of Techniques, Methods and Tools

To know when and how to use the right coaching technique is one of the key coaching skills.
Coaching techniques and tools, if used the right way, can change the direction of client's lives and help them achieve continuous growth, prosperity, and sustainable success. Effective coaching goes beyond the ability to ask the right questions in the right order.

Great coaches are experts in guiding their clients through the process of change. They enhance and enable their clients to reach their full potential, overcome roadblocks and help them to accomplish sustainable success. Find 14 effective coaching techniques here.

Coaching Skill #12: Regular Check-ins

This is more a habit instead of a coaching skill, but it ensures that you always provide high quality and powerful coaching to each of your clients.

Let your clients complete a short questionnaire before and after each coaching session. This helps both you and your clients to recognize their progress and success since the last session and ensures the understanding of each other. It's also a perfect way to check if the client is happy with the coaching or if there's something she wishes to be different in the next session.

Use tools to check in whether the client has taken and to find out if there were roadblocks and what they've been struggling with. It shows you what bothers them most at the moment and what they want to focus on during their next session. At the same time, you'll find out what has been working and what hasn't so you can adjust your coaching to your clients' needs.

Regularly check whether milestones and goals have been reached. It sounds pretty obvious but sometimes we don't realize our progress until we take a step back to see what has already been done and achieved. This provides motivation to take the next steps and keep going.

Find many proven and ready-to-use tools in CleverMemo. It allows you to assign the check-ins in your shared coaching stream with just two clicks. Start your free trial here

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12 Coaching Skills That Make You A Good Coach

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There's a set of coaching skills that every good coach possesses. What makes a good coach? What are the qualities? There are a number of essential coaching skills you need to become a great coach. In general, a coach supports

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Effective coaching is one of the keys to employee success. It's no surprise that many managers see themselves as good coaches. Yet studies show that most managers don't understand what coaching really is, confusing it with micromanaging their employees or telling them what to do. Looking to raise your coaching game? In this article, we'll cover essential coaching skills for managers and supervisors along with some strategies you can use to put these skills to use effectively for your team.
HRDQ offers a range of coaching soft-skills training materials to help you build powerful mentors at all levels of your organization. Shop Now!
What Is Coaching?

In the 1970s, Timothy Gallwey wrote The Inner Game of Tennis, detailing how to overcome mental barriers in order to achieve peak performance. John Whitmore brought Gallwey's approach to the workplace two decades later with his book, Coaching for Performance.

Coaching is a process of helping employees grow their own potential by eliminating obstacles that interfere with effective performance. At its core, coaching isn't about teaching, managing, or directing. It's about helping people to learn on their own so that they can perform their best.

Shifting into a coaching mindset can be challenging, especially for managers. You'll have to step back from being directive and allow your employees to work their way toward their own solutions with your support. As John Whitmore explains in Coaching for Performance, " In the workplace, when the advice is a command, ownership is at zero and this can lead to resentment, surreptitious sabotage, or ownership of the reverse action." This stresses the need for managers and supervisors to fulfill a coaching or mentor role rather than attempting to take authoritarian control of their team.

Essential Coaching Skills

So, what traits or skills do the most effective coaches in the workplace exhibit? Let's take a look:

Listening. The best coaches have exceptional active listening skills, giving their mentees undivided attention.

Empathy. Powerful coaches have the ability to put themselves in the shoes of their mentees. Empathetic leaders can tap into the root of conflict and work out solutions with both the organization's and mentees needs in mind.

Enabling others. Great coaches understand that trying to solve problems for others won't help them grow. They resist the temptation to manage or direct others, and instead allow their employees to solve problems for themselves.

Supportive. Effective coaches are more than guides or advisors-they're trusted friends. They earn the respect and trust of those they work with, making the entire coaching process flow more smoothly.

Encouraging reflection. Effective coaches know that resolving a problem often takes deep reflection. They ask insightful, open-ended questions that prompt employees to think through their situation from many different angles.

Results-oriented. Successful coaches are committed to helping their people grow. But they're equally focused on driving toward strong business outcomes. They work with their employees to identify goals that can move the organization forward-and collaborate to achieve them.

Strategies to Put Your Coaching Skills to Work

Let's take a look at some strategies for creating effective coaching relationships in the workplace:

Build Positive Relationships

There's no getting around it: people take coaching better from those they like and trust. It's important for managers and supervisors to take the time to get to know their employees as individuals and build a positive rapport.

As your relationship progresses, show empathy. Things won't always go perfectly. Show patience and understanding. Your employees will find it easier to discuss missteps with you when they know that your top priority is helping them grow.

Set Goals

When you start coaching an employee, you'll both have areas you'd like to focus on. Get everything out on the table, and work with your employee to nail down areas for growth.

Once you have areas to target, set specific, actionable goals that you'll work toward together. Work with your employee to identify clear, achievable steps you can take to get there. By making the process collaborative, you'll both be invested in the success of the plan and can gain a deeper understanding of each other's working style.

Ask Questions

Helping your employees gain greater self-awareness and a deeper understanding of their situation is one of your most important priorities as a coach. The best way to do that is to ask open-ended questions that prompt reflection.

The most useful questions typically help the employee examine their own performance. If the employee seems uncertain about what to do next, if you notice a mismatch between words and actions, or if you're seeing a gap between current and desired performance, those can all be great opportunities to ask reflective questions.

Recognize Strengths

At first, it seems natural to approach coaching as a manager or supervisor by targeting an employee's weak areas, looking for ways to improve them. But a strengths-based approach is often more successful. Strengths-based coaches focus on employees' strengths, leveraging them to help the employee overcome limitations and weaknesses.

Strengths-based coaching is great for business. Organizations that implemented the strengths-based approach showed sales increases of up to 19%, according to a recent global study.

Strengths-based approach has been proven to have a strong impact on employee morale as well. 67% of employees who strongly agreed that their manager focused on their strengths were highly engaged, according to the same study, compared with just 2% of those who strongly disagreed.

Let the Employee Solve the Problem

Helping employees build more responsibility is one of the key skills of an effective coach. Employees should take on progressively more complex tasks on their own as coaching progresses. That's what makes the directive approach to coaching so dangerous, as we mentioned earlier. Your employee may start to approach your conversations as an order taker, rather than solving their own problems.

It won't be easy. Your employee may take longer to work out the solution than you would. They may need to ask a lot of questions. And when it's all over, they may land on a different solution than you would have.

Coaching takes patience. After all, you could have just told your employee what to do from the get-go. But try it for yourself. Over time, you'll find your employees showing more autonomy-and getting more satisfaction out of their work.

Focus on Results

Your employees' personal growth is paramount. Being supportive, focusing on strengths, and allowing space for independent problem-solving are all crucial parts of that process. While personal growth is essential, it's also important to always keep your eye on the ultimate goal: delivering great results for your organization.

Check in regularly with your employees about the goals and action steps that you set. Always be ready to provide support to help your employees reach their goals. If coaching sessions run off the rails, turning into a general conversation or a venting session, redirect them to more productive topics.

Your Turn

Nobody is born a great coach. It's a skill that's learned over time. The best way to become a great coach is to get your elbows dirty, working with your employees one-on-one and coaching them toward success. Build a positive relationship as a foundation, work together with your employees to set goals, enable them to take responsibility, and focus your coaching on delivering results. Organizations that offer effective coaching don't just have better employee engagement-they see higher revenue and reduced turnover.

Visit the Coaching & Mentoring collection at HRDQstore.com to discover a full library of effective coaching training materials!

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Essential Coaching Skills For Managers & Supervisors

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Effective coaching is one of the keys to employee success. It's no surprise that many managers see themselves as good coaches. Yet studies show that most managers don't understand what coaching really is, confusing it with micromanaging their employees or telling them what to do. Looking to raise your coaching game?