Coaching & Mentorship
Key skills
Faculty:
Sharon Baxter, Canadian Hospice Palliative Care Association
Executive Director
Teresa Dellar, Executive Director, West Island Palliative Care
Residence
S
Saturday, June 4, 2016 – Afternoon Session, 1:30 p.m.
Coaching and Mentorship – key skills for the modern leader?
During this session, we will be exploring the following questions:
What is the difference between coaching and mentorship – and
where does therapy fit in to the spectrum?
Should it be that all leaders need to have enough training in
coaching and mentorship so that aspects of these disciplines
become a regular part of leadership and management practice?
How do we identify what method is appropriate for whom?
When do we identify the need to refer someone to expert external
coaching or mentorship support?
Agenda for the session
1:30 – 1:40
1:40 – 2:00
2:00 – 2:10
2:10 – 2:25
2:25 – 2:45
2:45 – 3:15
3:15 – 3:30
3:30 – 4:00
4:00 – 4:20
4:20 – 5:00
Introduce ourselves and the session (Sharon)
Go through slides (Teresa)
Exercise I (Sharon)
Slides and discussion (Teresa)
Exercise II (Sharon)
Break
Slides and exercise III (Teresa)
Storytelling to make your point (Sharon and
Teresa)
Question and Answer – open session (Sharon
and Teresa)
Introduction to Sunday am session with Sarah
and Fiona
Seven Guiding Principles
1.
A leader is a coach and teacher versus a commander and controller.
2.
Coaching is about standing in people’s greatness, not leadership lobotomies.
3.
Coaching is about creating an Impossible Future versus filling leadership
competency gaps.
4.
Coaching is about creating a winning game plan versus fluffy mission statements.
5.
A coach is a transformational agent, not a purveyor of transactional tips and
techniques.
6.
Coaches focus on the scoreboard, not pie in the sky.
7.
The coaching relationship needs to be robust – like that of an NFL coach and
quarterback.
Exercise I
Discuss two situations in their current work
environment that coaching could help you.
Who would the coach be?
Then share back to the group. This should
only take 10 minutes.
Coaching: Simple 4-Step Process
Step 4: Follow-up
Step 3: Active Coaching
Step 2: Discussion
Step 1: Preparation
Step 1: Effective coaching requires observation; goal is to identify strengths
and weaknesses and their impact on behaviors and results
Step 2: Coaching happens in conversations
Step 3: Effective coaches offer ideas and advice in a way that subordinates can
hear them, respond to them, and appreciate their value
Step 4: Follow-up is critical to closing the loop
Key Differences
Coaching
Mentoring
Key Goals
To correct inappropriate behavior,
improve performance, and impart skills
To support and guide personal growth
Initiative for
Mentoring
The coach directs the learning
The protégé is in charge of the learning
Volunteerism
Volunteering not necessary (although
agreement to participate is essential)
Mentor and protégé both volunteer
Focus
Immediate problems and opportunities
Long-term personal career
development
Roles
Heavy on telling, with appropriate
feedback
Heavy on listening, role modeling,
making suggestions, and connecting
Duration
Short-term and as-needed
Long-term
Relationship
Coach is often the boss
Mentor is rarely the boss.
See examples: Coaching & Mentoring, pp. 78-80
Definition: Mentoring
S “…someone who helps someone else learn something that he or
she would have learned less well, more slowly, or not at all if left
alone.” – Chip Bell, author/consultant
S Mentoring helps develop tacit, or “sticky,” knowledge
S The scope of mentoring is vastly greater than coaching – coaching is
a subset of mentoring
S Mentoring addresses the whole person and his or her career
Who Should Have a Mentor
S Individuals that are new to the organization
S Individuals in new unit or new role
S Individuals who have moved up levels
S Is “mentor-ready”
S More career-oriented than job-oriented
S Self-aware and can appreciate the need to learn
S Eager to learn
S Ambitious
S Which of your employees are mentor ready?
S Make a list.
Benefits of Mentoring
S Develops human assets for the organization
S “Human assets/intellectual capital is as critical as financial capital
for success.” – Kraiger, 2002.
S Provide source of innovation and value creation
S Only remaining competitive advantage that can not be replicated
S Helps transfer tacit knowledge
S Aids in the retention of valued employees
S Executives with a mentor (in a study) moved quicker, were better
educated, and were happier with their career.
Exercise II
In groups of 3, share examples of poor
communication… added points for
humour you could win a prize for
funniest example
Each to keep a list of 3 specific
examples from work.
Exercise III
Explore with a different partner the
different types of conversation that
take place at work. Write down a
list of what they are. Is there any
type of conversation missing from
the chart on page 21?
Let’s talk about story telling
A good story can make or break a presentation, article, conversation or illuminate
your case/point. But why is that?
For over 27,000 years, since the first cave paintings were discovered,
telling stories has been one of our most fundamental communication
methods.
Some tips to storytelling
1. Exchange giving suggestions for telling stories
Do you know the feeling when a good friend tells you a story and then
two weeks later, you mention the same story to him, as if it was your
idea? This is totally normal and at the same time, one of the most
powerful ways to get people on board with your ideas and thoughts.
According to Uri Hasson from Princeton, a story is the only way to
activate parts in the brain so that a listener turns the story into their
own idea and experience.
The next time you struggle with getting people on board with your
projects and ideas, simply tell them a story, where the outcome is that
doing what you had in mind is the best thing to do. According to
Princeton researcher Hasson, storytelling is the only way to plant ideas
into other people's minds.
Some tips to storytelling
2. Write more persuasively—bring in stories from yourself or an
expert
If you start out writing, it's only natural to think "I don't have a lot of
experience with this, how can I make my post believable if I use
personal stories?" The best way to get around this is by simply
exchanging stories with those of experts. When this blog used to be a
social media blog, I would ask for quotes from the top folks in the
industry or simply find great passages they had written online. It's a
great way to add credibility and at the same time, tell a story.
Some tips to storytelling
3. The simple story is more successful than the complicated one
When we think of stories, it is often easy to convince ourselves that
they have to be complex and detailed to be interesting. The truth is
however, that the simpler a story, the more likely it will stick. Using
simple language as well as low complexity is the best way to activate
the brain regions that make us truly relate to the happenings of a story.
This is a similar reason why multitasking is so hard for us. Try for
example to reduce the number of adjectives or complicated nouns in
a presentation or article and exchange them with more simple, yet
heartfelt language.
Some tips to storytelling
Quick last fact: Our brain learns to ignore certain overused words and
phrases that used to make stories awesome. Scientists, in the midst of
researching the topic of storytelling have also discovered, that certain
words and phrases have lost all storytelling power:
"Some scientists have contended that figures of speech like "a rough
day" are so familiar that they are treated simply as words and no
more.“
Taken from a bog by Leo Widrich. Leo Widrich is the co-founder of Buffer, a
smarter way to share on Twitter and Facebook. Leo writes more posts on
efficiency and customer happiness over on the Buffer blog.
Open discussion
Any questions for us….