Unit 5: Coaching, Mentoring & Mediation
Principle of Coaching
Confidentiality
Trust
Non-judgemental, non-critical support
Belief in the coachee's capacity to lear, develop and change
Recognizing strength, building and maintaining self-confident & self-esteem
challenging coachee to move beyond comfort zone
Belief that there are always solutions to issues
Breaking down big challenge into manageable steps
Coaching Skills
Listening
Questioning
Clarifying
Reflecting
The STRIDE Model
Strengths – awareness of the colleague’s or staff’s strengths
Targets – agree a focus and challenge to work on
Reality – agree the present reality and what things need to change
Decide - which is best and commit to action
Ideas and options – help the staff/colleague to weigh up the options
Evaluate
Mentoring
Mentoring is a career development method whereby less experienced employees are matched with more experienced colleagues for guidance either through formal or informal programs.
Employees (mentees) pair with more experienced co-workers (mentors) in order to gain knowledge, skills, experience, information and advice.
Mentoring
Mentor has ‘expert’ knowledge or experience
Specific advice (and direction) given
Focuses on solutions
Belief that the teacher can learn
Mentor’s evaluation of progress is shared with the teacher
Uses the skills of questioning, clarifying, reflecting, observing and giving feedback
A mentoring program is important to an organization
Increases employee productivity.
Creates a greater sense of involvement in their company and career.
Improves organizational performance.
Increases employee morale.
Helps new employees acclimate to job and company culture more quickly and increases their learning curve.
Supports innovative work environment.
Promotes diversity.
Assist expatriates and inpatriates in adapting to the language, culture and different working relationships.
Increases employee retention.
Increases creativity and exposure to new ideas.
Encourages mutual loyalty between employee and employer.
Contributes to the development of a cooperative, productive and service-oriented environment.
Mentor
Represents making a difference to the organization, profession and the mentee
Provides fulfillment and satisfaction of helping others
Gives payback for the support received from others in the past.
Expands effective communication skills.
Increase experience and skills for career development
Provides a opportunity to communicate corporate values
Creates sense of team within work group
Creates work allies
Mentee
Increases confidence.
Usually helps to advance career more quickly.
Demonstrates the employer recognition of knowledge, skills and abilities of the mentee.
Helps provide professional development.
Develops creative and independent thinking.
Helps acclimate the mentee to his or her job and company culture more quickly.
Types of Mentoring Relationships
Structured/Long term
Groomed to take over position, master a trade or craft
Informal/Short term
Off the cuff, brief contact, strong intervention
Informal/Long term
“friendship” mentoring, available to listen and advise
Structured/Short Term- New employee, new grad students
How Our Mentoring Program Works
Mentee identifies mentor—usually someone in a career or position that the protégé aspires to
Mentee requests meeting with potential mentor.
Mentee/mentor discuss goals for a mentoring relationship
If mutual goals are established, mentee/mentor discuss mentoring relationship with direct managers.
If everyone is in agreement, mentee, mentor, managers and HR signs mentoring agreement—usually for one year.
Mentee/mentor develop mentoring action plan with set meeting times, monthly goals and reviews every three months
Progression of Formal Relationship
Building the relationship
Negotiating agreements
Developing the mentee
Ending the relationship
Important Characteristics in a Mentor
Coaching skills
Effective confrontation techniques
Active listening
Conflict resolution
Special Relationship
Cross-gender
Cross-culture
Mentoring by supervisor/manager
Five Factors that favor the development of conflict
(Mediate to Motivate)
Frequency of Occurrence
Attribution of Cause
Goal-Path Uncertainty
Negative Feelings
Goal Mutuality
Mediators Do
Create a safe environment
Listen & elicit information
Assist parties as they clarify meaning and define issues
Problem solve through option generation
Facilatate negotiations
Record agreement
Acknowledging skills
Acknowledge both feeling & content as appropriate
start with a variety for statement
Use objectives clear language