Coaching and mentoring

There are many excellent websites defining and describing coaching and mentoring, and this blog does not have to repeat their content here. But within Oakwood we like to distinguish between learning and development facilitated by line managers, which we tend to call ‘Coaching’, and similar work-based learning provided outside of the chain of command, which we usually label ‘Mentoring’.

Both are vital activities. Our version of coaching is the main component of ‘delegation for development’ and ‘on-the-job learning’: the main way that people learn their jobs. Our version of mentoring helps people gain essential perspective on their role and is a great help in their career development.

Both are labour-intensive activities, often tying up relatively important and senior, and thus expensive, people. Using internal mentors keeps costs largely hidden, while using outsiders can result in low fixed (setup) costs but high variable (delivery) costs. E-mentoring, by telephone, email, social networking websites and live chat software can offer eco-friendly, just-in-time alternatives to face-to-face meetings. As e-mentors and learners are not tied to place or time for their sessions, travelling and accommodation expenses are avoided.

Coaching and mentoring needs no special facilities other than time and privacy. What is vital are the trust and rapport between the coach or mentor and learner, and the communication skills and specialist expertise of the coach or mentor. Confidentiality is also important, although mentoring sessions often start by exploring and agreeing the three-way contract between coach, learner and the learner’s line manager or HR manager (on behalf of the organisation). What are the expectations and objectives of all sides, what information shall be shared and reported on, and what outcomes are to be measured?

Coaching and mentoring are highly effective influences upon the knowledge, skills, attitudes and behaviour of learners. They seem to work equally well for Activists, Reflectors, Theorists and Pragmatists. The private, confidential and one-to-one nature of coaching and mentoring means that is usually preferred for and by senior management. The problem with this privacy can be that the effectiveness of the process, along with any issues and problems arising through the process, can be hidden or ignored, unless monitoring and measurement is agreed in advance.