The terms coaching and mentoring are quite frequently used interchangeably; and although related, they are not the same.  So before engaging in a personal or professional development relationship, be clear about what your objectives are, and which method will provide you with the best results.

The Mentor Relationship

Mentoring in an organizational setting has been defined as, “the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development”.  It usually takes place in face-to-face conversations between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the mentee).   The mentee utilizes the mentor as an impartial sounding board.   

Mentoring relationships can take on many forms.  A very common mentoring program is the “buddy system” which is often associated with a formal orientation program.  Here an employee who already is very familiar with the company’s protocol, procedures, processes and culture is matched with a new-hire to help guide and orient the new employee into the system.  Usually the mentor extends the welcome-on-board with an invitation to lunch the first day on the job, answers questions about work practices, i.e., time sheets, dress code and generally how work gets done.  The relationship is informal and the new-hire can count on the mentor for guidance to avoid getting started on the wrong foot.  These programs have shown much success.

For a number of years I’ve had the pleasure of being associated with the Pathbuilders in a structured mentoring program.  As a volunteer mentor, I am matched with a ‘high potential’ woman manager in a year-long process of sharing, exploring, and discovery.  The matching process is a very sophisticated combination of assessments and interviews.  As the mentee explains her goals and objectives, it becomes crystal clear to both of us how the alignment of mentee needs and mentor experiences have brought us together.  Each year the relationship is different, but one thing remains the same – not only is this an exciting growing experience for the mentee; but I’ve also learned something new as well.  It’s been a very rewarding partnership.

When we think about mentor relationships, the following characteristics are usually involved:

• Relationship is outside the manager-employee relationship
• Mutual consent of the mentor and mentee
• Focus can be outside the mentee’s current area of expertise and exposure
• Relationship is personal as the mentor provides both professional and personal support
• Can be requested by the mentee, offered by the mentor, or arranged by the organization
• Relationships can cross job boundaries
• Although relationships can be structured for a specific period, often the relationship continues at a less frequent pace        
  

So What’s Executive Coaching?

When we talk about Executive Coaching, there are several elements that illustrate the intention and rigor of this type of relationship:

• Facilitative one-on-one relationship
• Focused on organizational performance
• Customized and holistic development approach
• Aimed at helping leaders get un-stuck
• Fosters self-awareness that motivates the desire for change
• It’s not telling people what to do, but giving them the chance to examine what they are doing, and the impact those actions are having on their team and organization

The Executive Coach, unlike the mentor, is focused on specific performance goals.  This relationship is more formal, but also conducted in a confidential manner.  The executive usually provides some type of update to his/her manager on the progress being made, and may also be providing HR with feedback.  

The Coach is skilled in problem-solving and doing appropriate research to understand the executive.  Through extensive questions and answers, exercises, and working with a number of assessments, the Coach will help provide the executive with opportunities for insights, aha’s, and the motivation to transition performance to better match workplace expectations.

The Executive Coaching Network outlines a Framework for a Strategic Executive Coaching Process.  This Framework is a seamless, holistic flow through five steps including:

• Careful Contracting – Clarity about roles and responsibilities, specific performance results, identification of success factors, confirmation that the chemistry is right, timelines and milestones, and financial terms
  
  
• Comprehensive Assessment – There are many methodologies that can be employed, i.e., face-to-face interviews, 360° feedback, Myers-Briggs Type Indicator (MBTI), Herrmann Brain Dominance Instrument (HBDI), shadowing, etc.  The purpose is to allow the Coach to probe, see things first hand, and be able to provide quantitative and qualitative feedback in real-time
  
  
• Feedback and Action Planning – Obviously an environment of trust must be established quickly for information gathering and providing effective feedback that is meaningful.  The Coach is always looking for “teachable moments” that will provide insights and greater understanding of the impact of the executive’s actions.  The Coach also needs to be skilled at moderating any negative reaction to feedback the executive may not be ready to own.
  
  
• Action Learning – The Coach will design, guide and reinforce developmental strategies using a variety of techniques such as:  journaling, role play, case study, simulation, video feedback, etc.  These strategies will provide a safe environment for the executive to play with the behavioral changes and become comfortable demonstrating a transitioned approach to others.
  
  
• Reviewing and Sustaining Success – Periodic reassessment should occur to determine the impact of the coaching process on the executive and the organization.  The results will help determine where progress has been made and where changes are still required. 
  

Throughout the relationship it is also important for the Coach to be asking for and receiving feedback on his/her approach, style, and process.

What Coaches Are Saying

In a 2008 Harvard Business Review study the top three reasons coaches reported being engaged were:

• 48%    develop high potentials or facilitate transition
• 26%    act as a sounding board
• 12%    address derailing behavior
  

Although only 3% of the Coaches surveyed reported being hired to assist with personal issues, 75% reported assisting executive with personal issues.

Usually the length of a coaching contract is between 7 and 12 months.

In a business environment where every dollar must show a return, a customized approach to improving the performance of executives and managers may be a wiser way to spend training funds vs. enrollment in workshops and classroom trainings that are generic and don’t allow for experimentation with personal application.  Being able to experiment and play with new ideas, techniques, approaches, etc. in a safe and supportive environment encourages shifting of thinking and acting preferences.   This approach can be much more successful than having the executive try to figure out the transition alone.

Buyer Beware!

As you consider your training and performance development needs for 2011, the appropriate selection of mentoring and coaching options can afford you with a great return on your training dollars, and a significant impact on your bottom line.  However, since the field of executive coaching is still in its developmental stages it’s important to do the appropriate research to select the right coaching firm for your situation.  There are many individuals out there calling themselves ‘coaches’.  Make sure their experiences and methodologies align with the specific results you are trying to achieve.