Nova Ferguson | 18 October 2016
‘That’s all very well. But I need my staff to get results! They can’t sit around contemplating their navels. I pay them to do some real work.’ These are familiar comments from leaders and managers when Coaching and Mentoring or Coach-Mentoring is discussed.
And here’s another one - ‘Why are many of my younger team members (Generation Y and Millenials) trickier to lead and manage? We can’t work them out.’ Equally, ‘Some of my more experienced staff know their stuff. They’ve got a lot to offer, I can’t help feeling they’re doing the bare minimum to get by, waiting for retirement and (if they’re lucky) a pension package. It’s not entirely their fault. There just isn’t anywhere else for them to go in their career in our organisation’.
The statistics driving these conversations are familiar to many organisations:
25% of the population right now, are so-called Millenials. They are savvy about their rights and technology; are highly career and socially conscious and will leave if they don’t get what they want. Managers and Leaders need to learn how to develop them. A recent article indicates that companies need to focus on regular training and development to retain Millenials, otherwise they will quite happily leave and join another company that gives them what they want.
On the flip side, 31% of the experienced workforce is due to retire in the next ten years. We need to keep them engaged and harvest that experience and knowledge, and develop them.
Fortunately, when used properly by trained staff, Coach-Mentoring can help solve these, and indeed hundreds of other workplace issues – and get results. – without the ‘navel gazing’ sometimes associated with the discipline.
How does Coach-Mentoring work?
Coach-Mentoring covers the spectrum of different approaches from non-directive to more directive styles, dependent upon the Coachee or Supervisee’s* needs. A typical sequence would follow these steps:
- Start with establishing the outcomes with the coachee/supervisee/sponsor/line manager (whichever combination works for the individual and the business)
- Agree on outcomes and link to departmental/organisational strategy when possible and appropriate
- Talk about how the individual and the organisation want to measure success
- Contract with the parties concerned on confidentiality, frequency, duration and so on
- Help the individual adjust their goals and measures as things become clearer for them during the coaching or supervision relationship
- Check against the measures set in place
- Encourage actions, and their implementation
- Listen objectively, Reflect back what we hear, Support, Synthesise and Challenge
Look at these examples from QA’s coaching and coaching supervision* practices and coaching training:
And there are so many more benefits to be gained.Coach mentoring results can be quite significant. You can achieve great results with a little time, focus and guidance.
Want to know more? Watch this video:
If you are looking to update your leadership skills, QA offer a wide range of Leadership and Development training courses to help you develop professionally. Our new Leadership Academy offers an intensive learning experience at a high-quality residential venue, allowing you to fully immerse yourself and take full advantage of the learning experience.
Related blogsNine conversations of leadership
*Coaching Supervision – offers support to coaches (supervisees). Coaches need to have their own sounding boards to reflect on their coaching practice, stay in line with a coaching code of ethics and continuously hone and develop their skills.