By Peter Cullen FIML

One of the greatest privileges and sources of satisfaction for a manager is to become a coach or mentor. It’s always a privilege to have someone demonstrate their trust in you and there’s nothing more satisfying than witnessing someone achieve a desired outcome. It can have a profound impact on the individual, the manager and the organisation.

Often coaching and mentoring are mistaken for being the same thing with a different name. They are in fact, very different.

 

COACHING

When is it coaching?

Coaching is typically provided by an immediate manager to help people develop competencies, new skills and self-awareness. It also assists in improving performance and equips the coachee for new responsibilities and professional development. Importantly, it is 100% coachee-focused, open and honest. When coaching, the coachee must think of potential alternatives, determine solutions, confirm goals and take ownership, responsibility and accountability for outcomes. On the coach’s side, you spend around 80% of the time listening and 20% asking open, probing and expansive questions to stimulate the coachee to develop and confirm their next steps.

What is a good coaching model?

A very simple and popular model for coaching is GROW: goal, reality, options and wrap up. Goal is the agreement on the specific objective of the conversation. Reality is the discussion around your past and current state. Options involves creatively thinking about potential solutions. Finally, wrap up confirms the best solution set against a plan that includes follow-ups and timing of completion stages. Although GROW appears linear, you may find the need to move backwards and forwards between the steps as more information is provided.

Can coaching be informal?

While coaching can be formal or informal, following a structure leads to lasting results. For instance, if a direct report often comes to you with a problem and you happily provide a solution, that’s informal coaching. Being time poor, you might feel satisfied that you were able to provide a quick solution. Unfortunately, you are also teaching this person to come to you for answers instead of thinking for themselves. This is an ideal situation for the quick and effective use of GROW. You may also use GROW formally during performance discussions, professional development or when helping team members consider potential career aspirations.

 

MENTORING

When is it mentoring?

One difference between coaching and mentoring relates to who mentors you. Unlike coaching, a mentor is typically someone you do not report to or know, is several positions more senior and has broader experiences and knowledge in your field. It is important to have a safe, trusting and confidential environment knowing you can speak openly about your concerns and desires. Many companies also provide mentoring programs that give you access to mentors in other organisations or you can source one through colleagues, networks and business associations. Details of IML ANZ’s mentoring program can be found at managersandleaders.com.au/mentoring-program

What makes a good mentor?

Good mentors ensure the relationship is goal-oriented, focused on you and have your best interest at heart. They will happily share wisdom gained from their personal and professional experiences and guide you to build capability in areas that match your goals. The very best mentors will invite you to reshape your thinking and consider the bigger picture as part of their commitment to help you.

Coaching and mentoring are vital and valuable skills that add a great deal of depth to your role as manager. It allows you to develop individual and team capability while nurturing an open and honest environment built on a foundation of trust. Importantly, acquiring and using these skills not only benefits the coachee but increases your value as an asset to the business.

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Peter Cullen is an education and training facilitator. He conducts three-day programs that engage participants in developing and implementing their capabilities as managers and leaders.

This article originally appeared in the February 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine.

By Nicola Field

 

Lleyton Hewitt and Pat Rafter; Mark Zuckerberg and Steve Jobs; the Teenage Mutant Ninja Turtles and Splinter the rat. Look behind many household names, and chances are you’ll find a successful mentorship.

That’s because leadership is not about being the best. It’s about bringing out the best in others. And this lies at the heart of what mentoring is all about – allowing up-and-comers to tap into the knowledge and experience of someone who’s been there before them.

What’s particularly special about mentoring is that it benefits both people in the relationship. But it’s a partnership that calls for careful management to deliver maximum results.

 

TWO-WAY REWARDS

A wealth of studies confirm the power of mentoring. Mentees typically enjoy increased compensation, a greater number of promotions and enhanced career satisfaction. They are more engaged in their workplace and feel more positive about the organisation they work for.

On the other side of the partnership, mentors can also enjoy greater career success and personal fulfilment.

Mobile Learning Business Manager at the University of Melbourne, Edwina Coller AFIML, has extensive experience as a mentor both through local government initiatives and, more recently, through the formal mentoring program – Member Exchange – run by IML ANZ. Coller’s personal experiences confirm research findings.

“I really enjoy watching people expand, grow and move forward,” she says. “I’ve seen mentees make extraordinary leaps and bounds – to new jobs and new titles – it’s very exciting!”

Onno Van Es FIML, Manager HR Strategy and Engagement, Mackay Hospital and Health Service, has been a mentor for nine years. He agrees that the pluses flow both ways: “Mentoring is extremely good for my own self-development through the sharing of experiences and the self-reflection it brings.”

Van Es cites the example of a mentee he worked with, who was highly qualified but quite introverted and keen to learn about self-promotion. Together, they set out to build the mentee’s confidence. Van Es observes, “It made me realise that I can have similar people on my own workplace team, and I could use the same techniques to help them reach their full potential.”

 

CONNECTING THE MENTEE WITH THE RIGHT MENTOR

Emily Allen-Rose MIML, who oversees IML ANZ’s mentoring program, says, “The beauty of mentoring is that it provides a very individual perspective – an ability to focus on exactly where the mentee wants to improve, and that gives mentoring an intensity that you just don’t get through group training sessions.”

For mentees however, it can be challenging to find an appropriate mentor. As Coller points out, seeking out a more experienced colleague within their workplace is not always the best solution.

She explains, “There are often areas that mentees don’t want to discuss with their manager because it’s about them personally and not relevant to their role.” The sorts of issues Coller is referring to can range from job interview tips to the career impact of starting a family. Topics that understandably may be off limits with a workplace manager.

Coller notes that other areas of mentoring such as learning how to conduct a meeting or how to get a team to listen to you, can be difficult to raise with a manager. “The mentee may be concerned it will reflect poorly on their skill and abilities,” she explains.

It can make outside mentors a sensible option though this can be a costly process. As the value of mentoring becomes widely understood, the number of organisations offering a user-pays mentoring service has mushroomed. Some industry bodies offer programs for as little as A$300 though mentoring programs available through the private sector can cost upwards of A$10,000.

That’s where IML ANZ’s program fills the gap. Not only is it free to IML ANZ Members, Allen-Rose explains that their mentoring program uses a professional matching service that ensures a strong correlation between the mentee’s goals and objectives, and the mentor’s experience and industry background. This matching can be especially helpful when mentees are looking for guidance on niche issues such as working in a particular overseas location.

 

SETTING THE PARAMETERS

Allen-Rose is quick to point out that mentoring is by no means an easy shortcut to career success, and the first meeting is essential to set some ground rules. She says mentors and mentees are encouraged to discuss expectations and boundaries – the latter being instrumental in establishing confidentiality and building trust.

For Coller, the number one factor to be bedded down is the mentee’s motivation. “As I’m giving up my time for the mentee, I want a commitment from them, and it’s critical that the desire to be mentored comes from the individual not from their boss,” she explains. “The mentee has got to want it for themselves – be prepared to invest in themselves, make change in their own life, and they’ve got to be prepared to put the work in.”

In fact, gauging the mentee’s level of commitment is critical. A US study found successful mentoring relationships were characterised by mutual respect, clear expectations, personal connection, and shared values. Failed mentoring relationships, on the other hand, were characterised by poor communication and lack of commitment.

 

 

ESTABLISHING GOALS, BOUNDARIES AND FREQUENCY

Research by recruitment firm Robert Walters found that mentoring can be most effective when a clear set of goals is in place backed by calendar dates that confirm the frequency of meetings.

In terms of goal setting, Van Es says, “Different mentees all have different reasons and motivations for seeking a mentor. That’s why I always start out by asking, ‘What do you want to get out of mentoring?’”

He notes, “For some mentees it can be a single issue goal such as building their LinkedIn presence. Others are making a transition in their career; some want to improve their networking skills.”

Coller also onboards mentees by discovering what they hope to achieve: “This helps to formulate a direction, and from there a strategy.”

In terms of a timetable, IML ANZ’s mentoring program spans four months with a recommended six to eight meetings though Allen-Rose notes this is flexible. “We suggest the initial meeting lasts 1.5 to 2 hours,” she says. “From there, meetings are generally held every two to three weeks.”

As a guide to the degree of flexibility, Coller says she generally meets mentees for two hours in the first meeting, with one-hour monthly meetings thereafter.

IML ANZ’s mentoring program formalises the relationship by asking mentors and mentees to sign off on set terms and conditions. “It’s our way of establishing boundaries but it also represents their commitment to the mentoring partnership,” explains Allen-Rose.

 

THE MENTORING METHOD

Exactly how the mentor helps the mentee achieve their goals varies widely. Van Es explains, “My style of mentoring is based around adult learning principles. It’s not a lecture style of learning, where I provide all the answers. Rather, I focus on the mentee taking ownership of their learning by being internally motivated and self-directed. At the end of the day the mentee has to drive the learning process.”

Coller uses a similar approach, saying, “My belief is that the mentee often has the resources they need within themselves – sometimes they just can’t see how to draw upon their own abilities.”

Reflecting this, Coller focuses on the mentee’s strengths and how they can tap into these. “It’s about leveraging what’s working well. We tend to lose sight of this within ourselves. But when you foster this, a person can truly develop.”

Flexibility is the key according to Van Es. “The strength of mentoring lies in developing a program unique to the individual mentee. It’s a bit like sports coaching: you customise your approach to the mentee’s level of skills and experience.”

Allen-Rose says that, in most cases, mentees work hard to be accountable to themselves and to get the most out of the experience.

That said, mentors are encouraged to push mentees to apply their learnings in the workplace. “It’s about mentees getting out of their comfort zone and exploring new ideas,” says Allen-Rose.

 

AN ONGOING RELATIONSHIP

While IML ANZ’s mentoring program typically spans four months, in many cases the mentoring relationship continues for much longer though at a less intense level than in the early stages.

Van Es says, “I still maintain casual contact with mentees that I worked with years ago. Even though I may only hear from them a few times a year once the formal process of mentoring is completed, my mentees all know I’m still there to help them if they need it.”

 

PASSION – THE KEY INGREDIENT

It’s worth noting that mentoring isn’t always about the young harnessing the experience of older peers. IML ANZ has received enquiries from octogenarians seeking a mentor.

What matters, says Van Es, is that mentors have a passion and a real willingness to help others. He adds, “I get a real kick out of seeing people grow and become better managers and better people.”

Coller sums up the rewards when recalling how a colleague, moving to the next stage of his career, recently remarked to her, “You saw something in me that I didn’t see myself ”. And that, she believes, is the essence of good mentoring. “It’s incredibly worthwhile and rewarding watching people grow and rise to new challenges.”