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Coaching & Mentoring
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  COACHING AND MENTORING: A CAREER DEVELOPMENT Some people come into our lives and quickly go. Some stay for a while and leave footprints on our hearts.  And we are never, ever the same. - Anonymous   Any discipline, to have continued growth, needs support from its leaders and nursing is not an exception. Today, nursing profession is in need of nurse leaders who are dynamic, professional and capable of leading their team members. Here arises the role of mentor and importance of mentoring to promote socialization and career development in nursing. This article will discuss the importance of mentoring. Mentor is the highest level of personal and professional relationship. WHAT IS COACHING AND MENTORING? Coaching and mentoring are two important processes that can be applied in different areas such as academic institutions, athletic teams, and in worplace settings. !n many companies and organizations, coaching and mentoring are regarded as highly effective techni ues in employee development, for both management and staff level.The normal process is that the higher management has the tas to conduct coaching and mentoring to the entry level employees or the staff. The main purpose of coaching and mentoring in the worplace is to motivate professionals to bring out the best of their capabilities. #sually people thin that those who go through coaching or mentoring are wea and incompetent, and this is why they need guidance from those who now better. This is not true as the process focuses more on developing individual potentials and realizing the person$s capabilities. The Definition of Coaching and Mentoing %oth terms &coaching$ and &mentoring$ are used often as synonyms, and they are indeed closely related, but in a stricter sense, the two terms are not completely the same concepts.Coaching is a process of enabling individual learning and development, so performance and sills are enhanced.Mentoring is a process of improving individual nowledge, wor efficiency, and way of thining. !t is also about maximizing the individual$s potential, but this can be an off'line procedure, which means that the mentor may not necessarily be your boss or your supervisor. When to Cond!ct Coaching and Mentoing  There are many reasons to provide coaching and mentoring to employees. A few reasons are the following() *eveloping +ills( The main reason to coach and mentor staff members is to create opportunities for  building new sills and talents) Continuing ro-ects( !f there are current pro-ects in the pipeline, coaching and mentoring are helpful in eeping trac of the progress and spotting any issues on the pro-ect.) nhancing Careers( This is a very common reason for coaching and mentoring. !t prepares the individual for future career growth and promotion or simply leads the employee to a clear career path.) +olving roblems( /hen employees are mentored in the wae of problems and issues in the worplace, they get a better understanding of how to identify these problems and find practical ways to solve it.) %rainstorming( +upervisors or managers may give coaching and mentoring to the members of the staff in order to facilitate the woring ideas of the team for the benefit of the tass or pro-ects being wored on.) 0esolving Conflicts( Coaching and mentoring is very helpful in diffusing any disagreements among employees.) Motivating Team Members( This seems to be the most practical and common reason for coaching and mentoring in the worplace. mployees and team members will regain enthusiasm and motivation to give their best in their wor. Vaio! T#$e of Coaching and Mentoing There are different types of coaching and mentoring that may be used or applied depending on the need of the individuals.These are(a. erformance Coaching and MentoringThis is a very common type of coaching and mentoring especially in the worplace setting. !nstead of rectifying issues of an individual$s performance, the coaching puts more emphasis on enhancing and identifying the person$s strengths in varied areas in order to create a better performance. b. +ills Coaching and MentoringThis ind of coaching and mentoring concentrates on developing the potentials and capabilities of a person, which can be useful for the role of the individual in the company. The coaches or mentors must be highly adept in manifesting or demonstrating the sills that they also deliver to the individuals. The normal set'up for this type of coaching and mentoring is a one'on'one training that addresses the person$s nowledge, core sills and experience.c. ersonal Coaching and MentoringThe main ob-ective of personal coaching and mentoring is to create significant changes in a person$s life. This type is based on a completely different approach from the perspective of the individual.  d. xecutive Coaching and MentoringThis is geared towards coaching and mentoring professionals, including the management and employees, in their goal to enhance professional and personal development. DI%%ERENCES &ETWEEN COACHING AND MENTORING %oth coaching and mentoring has the same goals( to enable individuals to maximize their full potentials, which can be useful in their various roles and functions held in companies and organizations. Although there are many uses and applications of coaching and mentoring, the steps and procedures conducted by coaches and mentors are -ust about the same. They act as facilitators in identifying the needs, sills, and motivations of the individuals that can bring about changes in their personal and professional lives. *uring the session, they also utilize useful techni ues of uestioning. They assist in establishing goals and ways of monitoring an individual$s progress in line with these goals. They encourage, motivate, and inspire individuals in developing their competencies.Amidst all these similarities, there are also distinctions in the concepts of coaching and mentoring. !n this article, these will be further discussed along with the difference of coaching and mentoring from other types of services or processes such as counseling and training. 'nde tanding the Coaching and Mentoing Poce e !n order to get a clear understanding of the processes that tae place during coaching and mentoring, the following distinct activities are defined by 0obert *ilts(a. 1uiding( !t is the process of leading an individual or a group from the current state to an ideal or desired condition. b. Coaching( Coaching is the process of assisting a person in developing performance.c. Teaching( Teaching is the process of assisting an individual or a group in the development of cognitive talents and sills which can be useful in life.d. Mentoring( !t is the process of changing a person$s values and perceptions into an optimistic approach.e. Counseling( !t is the process of facilitating an individual to get over personal issues, especially those past issues that may hinder the person from maing a change to the better. What i the Diffeence &et(een Coaching and Mentoing? As we go through the list of attributes or characteristics common to both coaching and mentoring, we must note that there are some differences in these attributes. These distinctions will be outlined based on the following categories(  a. 2ocus( The main focus in coaching is performance development. !n mentoring, the highlight is more on the individual or the person. b. 0ole or 2unction( The coach has a specific agenda and a specific function while the mentor can be any individual who is capable of acting as a facilitator but does not have a particular agenda.c. 0elationship( Coaching has something to do more with career and -ob aspect. Mentoring is more about self'reflection.d. +ource of !nfluence( A coach is usually someone who is in a higher level or ran such as a supervisor or a manager. !n the worplace, a person is titled a coach because that is the given role. A mentor can be someone with a perceived value. A mentor is not called as such unless the individual says so or considers the person as a mentor.e. ersonal 0eturns( Coaching is geared toward developing individual performance, so the focus is on the  person being coached. !n mentoring, aside from the development of the individual, the mentor himself learns from the feedbac and remars of the mentee.f. +cope( Coaching is more applicable in an office setting or in a sports team where individuals have tass to accomplish. Mentoring is usually conducted in schools and organizations, or other areas where a great deal of personal values and aspects of life have to be changed. What i the diffeence of coaching and )entoing fo) aea !ch a taining* co!n e+ing and con !+tanc#? a. Training and *evelopment( 3ne obvious difference of training from coaching and mentoring is the complete ac uisition of a new set of sills and nowledge such as technical, product specific nowledge or sills needed for a new -ob role. b. Counseling( Coaching and counseling are similar in many ways. However, with counseling, the main ob-ective is to guide the individual toward self'managed actions for the attainment of personal goals. Counselors deal with personal issues at a broader and greater scope.c. Consultancy( The primary focus of a consultancy is organizational development in terms of structure, systems or processes, and practices. !t is geared more on a company'wide scope rather than individual aspect. COACHING AS A PROCESS Coaching is best conducted if the coach is fully aware and nowledgeable of the theories and practices involved in the process. Aside from that, coaching is most effective if the coach can demonstrate a variety of sills, styles, and techni ues suitable to the context in which coaching is conducted. The activity is dynamic
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