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