Coaching and Mentoring

Navigating Career Aspirations: The Dual Role of Coaching and Mentoring

 

Coaching and Mentoring

In the journey of professional growth, individuals often encounter obstacles that require guidance and support. Sarah, an aspiring HR professional aiming for the role of an HR Head, found herself facing challenges in cracking interviews despite her qualifications. Frustrated and seeking assistance, she reached out to me, offering the opportunity to explore two distinct paths – coaching and mentoring.

Understanding the Distinction:

As Sarah poured out her concerns, it became evident that she needed assistance in honing specific skills, particularly in strategic thinking and managing ambiguity. The challenge was not just about skill development but also about effective communication during interviews and overcoming self-doubt.

The Coaching Approach:

In the coaching scenario, I acted as a facilitator, allowing Sarah to express her concerns and preferences. I focused on active listening, acknowledging her need to work on articulation, strategic thinking, and managing ambiguity. By asking open-ended questions, I empowered Sarah to choose the area she wanted to address first – in this case, her self-doubt.

This approach allowed her to take ownership of her development journey.

The Mentoring Approach:

Mentoring Approach

Conversely, in the mentoring scenario, I provided more direct guidance based on my experience and expertise. Acknowledging Sarah’s need to enhance specific skills, I suggested working on either strategic thinking or managing ambiguity. This approach offered a more structured direction, leveraging my insights to guide her towards the desired outcome.

Understanding the Difference:

The crucial distinction lies in the interaction dynamics. While coaching centers around active listening, questioning, and empowering the individual to find their solutions, mentoring involves sharing knowledge, providing guidance, and offering a more directive approach.

The Lesson Learned:

Lesson Learned

Expecting both coaching and mentoring in one discussion can be akin to two fielders running towards a catch and missing it due to miscommunication. It emphasizes the importance of understanding when to listen and empower (coaching) and when to guide and share experiences (mentoring).

Conclusion:

In the complex realm of career development, the interplay between coaching and mentoring offers a versatile toolkit for individuals seeking growth. Sarah’s journey highlights the significance of recognizing which approach suits the immediate needs – whether it’s active listening and empowerment or direct guidance and knowledge sharing.

The synergy between coaching and mentoring creates a powerful support system, ensuring that professionals like Sarah navigate their career aspirations with clarity and purpose.

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Having a Mentor is a must for every corporate professional

 

 

 

 

 

 

 

 

 

Having a Mentor is a must for every corporate professional. A good mentor can help you get:

– Clarity

– Direction

– Acknowledgement & Validation

As part of the Management Trainee program, I was formally assigned a mentor in my first year of corporate world. @ChrisTobit, a CEO of immense repute was my first Mentor. I used to feel anxious before our sessions, but I clearly remember how each session with him made me more confident & determined to achieve.

Post my lovely experience with Chris, I started seeking mentoring on my own. I started consciously seeking time from the leaders I worked with. And despite their busy schedules, they always give me knowledge, ideas, direction, and more importantly, their warmth & time.

Here’s how mentoring has helped me over the years:

– I had to deliver a critical project for the CEO and despite my best efforts, I was not getting the required data. I had reached a dead-end and just one frantic call to my mentor helped me get clarity. Mentor’s simple advice was- break down the data into smaller chunks and then play with what you have. It worked.

 – The workplace competition was getting to me. Every day I would go to office just to win. My mentor saw this & sat me down- this is not who you are, what do you really want to gain with all this? I re-prioritised immediately to focus on what was true for me. 

– A tough functional leader was not giving me time for an important career framework discussion. I was on the verge of giving up when my mentor told me how he struggles with time with senior leaders too and the strategy he uses to get this done. I pursued the leader and not only got his time but also his appreciation on my designed career path framework.

Even today, I make attempts to meet my mentors as often as I can. During our conversations, I try and understand what difficult complex people issues are they managing, how are they doing this and challenges they may face with this. I try and get a sense of how they look at their careers, what more they want to achieve. I also ask them for guidance for a new project I would have picked or the next steps that I am planning for my self-growth. 

 Now, as I have become a mentor myself, offering mentoring as a service to mid-career humanresources professionals, I feel extreme gratitude of having mentors in my life.

If you’re an HR professional with 5-15 years of work experience wanting to get a mentor for yourself, feel free to reach out to me at storysideup@gmail.com to book a free discovery session. 

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Managers are by definition meant to Manage

 

 

 

 

 

 

 

 

 

They were creating a content module on coachingconversations for all the peoplemanagers of their organization. Due to my experience in both humanresources and coaching , they asked me to review the content.

My immediate reaction was- Please don’t do this! Your Managers can never have the time, patience and/or skills to do effective coaching with their reportees.

On their insistence, I reviewed their content, but throughout the process kept feeling the pain a Manager would go through with this concept.

Managers are by definition meant to Manage.
They are always under the pressure of targets (revenue, productivity, engagement, attrition etc.). They can never have the mind-set of coaching. And even if they do on one fine Saturday, by Monday they would be required to get back on action mode- give direction, delegate, manage team members.

Coaching is a holistic journey; mastering the art of coaching requires hours of practice, mentoring and learning. Just by providing nude questions to Managers & giving them a guide on when to use each question is like sending them to hardware shop to buy milk. Pointless.

The more these two roles are kept separate, the better it is for every one in the organization.

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What is True to Client?

 

 

 

 

 

 

 

 

 

During one of the coaching sessions, my client said she wants to quit her job because she wants to spend more time with her kids. Her dilemma was, she didn’t want to do it with the fear of losing her identity and self-worth.

I work with women a lot, specially young-mid professionals. This is a common dilemma- the conflicts of each role that define our identity.

As a coach, I worked with her to identify what is true to her.

What does spending more time with kids mean for you?

What would that make you feel?

What would you miss?

How would that make you feel?

Is there a way you can get to spend time with kids and still not miss what is important for you?

We are currently working on a plan where she can engage her skills constructively for at least 3-4 hours in a day, once she leaves her job.

Coaching is powerful. It helps an individual pause, reflect, plan & move ahead.