Unit 5 Coaching Menoring and Mediating Notes
Unit 5 Coaching Menoring and Mediating Notes
Unit 5 Coaching Menoring and Mediating Notes
MEDIATING
for
performance
This presentation has been taken from The Coaching Toolkit
Shaun Allison and Michael Harbour, (SAGE) 2009.
Coaching helps us to:
Identify and clarify issues
Solve problems
Commit to action
Holding onto core beliefs about the people you coach is at the
heart of what makes coaching so powerful as an agent of
change. When you communicate confidence and trust in another
persons ability to make choices, their performance goes up.
there is a much better chance of learning from someone in the next classroom
than from someone 20 miles away
(Reynolds D. (2003) News & Opinions, TES 20 June.)
Training courses and workshops fail to make a long-term impact on classroom practice.
(Joyce, B. and Showers, B. (1995) Student Achievement through Staff Development. White Plains, New York places:
Longman.)
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Why coaching?
5% of managerswill transfer a new skill into their
practice as a result of theory
10% will transfer a new skill into their practice with theory
and demonstration
20% will transfer a new skill into their practice with theory and
demonstration and practice within the training
25% will transfer a new skill into their practice with theory,
demonstration, practice and feedback within the training
90% will transfer a new skill into their practice with theory,
demonstration, practice and feedback within the training, and
coaching support in organization
Important Beliefs about Coaching
We all have untapped potential to learn and to
improve what we do
The solutions to each persons professional
challenges are to be found within the
organization
Those who share their skills as coaches will
inevitably improve what they do
The limits to achieving our potential are
largely self-imposed.
Principles of coaching
1. Confidentiality
2. Trust
3. Non-judgemental, non-critical support
4. A belief in the coachees capacity to learn,
develop and change
5. Recognising strengths; building and maintaining
self-confidence and self-esteem
6. Challenging the coachee to move beyond the
comfort zone
7. A belief that there are always solutions to issues
8. Breaking down big challenges into manageable
steps
Coaching helps people to:
Listening
Questioning
Clarifying
Reflecting
Please Refer to Unit 3 & 4
The FLOW Model for structuring coaching
sessions
Find the challenge
Look at reality
Open possibilities
Win commitment
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MENTORING
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What Is Mentoring?
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A fundamental difference between a mentor
and an adviser is that mentoring is more than
advising; mentoring is a personal as well as a
professional relationship. An adviser might
or might not be a mentor, depending on the
quality of the relationship. . . Everyone
benefits from having multiple mentors of
diverse talents, ages, and personalities.
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A mentoring program is important to a mentor
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A mentoring program is important to a mentee
1. Helps provide professional development.
2. Demonstrates the employer recognition of knowledge, skills and
abilities of the mentee.
3. Usually helps to advance career more quickly.
4. Increases confidence.
5. Develops creative and independent thinking.
6. Helps acclimate the mentee to his or her job and company culture
more quickly.
7. Assist in the transition to workplace and life after college for new
graduates.
8. Help off-site employees feel more in touch socially and
professionally.
9. Results in a greater awareness of organizational politics and
culture.
10.Provides an appreciation and effective use of networking.
11.Develops proactive approaches to tasks and projects.
12.Creates a movement toward expert status.
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Types of Mentoring
Relationships
a. Structured/Short term
New employees, new grad students
b. Structured/Long term
Groomed to take over position, master a trade
or craft
c. Informal/Short term
Off the cuff, brief contact, strong intervention
d. Informal/Long term
friendship mentoring, available to listen and
advise
Characteristics/Components of a Good Mentoring Relationship
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How Mentoring Program Works
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Evaluating the Mentor/Mentee Relationship
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Evaluating the Mentor/Mentee Relationship (contd)
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Mentoring vs Coaching
Mentoring Coaching
Ongoing relationship that can last for a Relationship generally has a set duration
long period of time
Can be more informal and meetings can Generally more structured in nature and
take place as and when the mentee meetings are scheduled on a regular
needs some advice, guidance or support basis
Mentoring Coaching
Agenda is set by the mentee, with the The agenda is focused on achieving
mentor providing support and guidance to specific, immediate goals
prepare them for future roles
Mentoring resolves more around developing Coaching revolves more around specific
the mentee professional development areas/issues
From: http://www.brefigroup.co.uk/coaching/coaching_and_mentoring.htm
Counseling vs Coaching
Counselling Coaching
Broader focus and greater depth Narrower focus
Goal is to help people understand the root The goal is to improve an individuals
causes of long-standing performance performance at work
problems/issues at work
A short-term intervention, but can last for Tends for be a short-term intervention
longer time periods due to the breadth of
issues to be addressed
Counselling can be used to address Coaching does not seek to resolve any
psycho-social as well as performance underlying psychological problems. It
issues assumes a person does not require a
psycho-social intervention
The agenda is generally agreed by the The agenda is typically set by the
individuals and the counsellor individual, but in agreement/ consultation
with the organisation
Other stakeholders are rarely involved Other stakeholders are involved
From: http://www.brefigroup.co.uk/coaching/coaching_and_mentoring.htm
Progression of Formal Relationship
Are You Ready to be a Mentor?
1. Criticising
2. Repetition of Shortcomings
3. Absolute statements - You are
always or never something
4. Providing unsolicited advice
5. Rescuing people from problems
they created
VIDEO PRESENTATION 2
37
Mediate To Motivate
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Pray one hour before going to war,
Only winners
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Conflict Defined
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Consequences of Conflict
Negative Consequences
> Less Effective
> Suboptimal Productivity
> Inhibited Cognitive Functioning
Positive Consequences
> Identify and Better Understand Issues
> Clarify Issues
> Creative Solutions
Why Mediate?
I. Reduce uncertainty
II. Preserve relationship
III. Confidential
I. Rules
II. Contract
III. Court
IV.Cost effective
V. Efficient
What Mediators Do
Uninformed Informed
Agitated/Angry Calmer
Confused Clear
Misunderstood Understood/Accepted
Nobody Somebody
Blame Responsibility
Huh? Aha!
Attitude
How we THINK
influences what we SAY
and Do
Mediation Mindset
1. Objective
2. Non-judgmental
3. Accepting
4. Trust in the youth
5. Re-define Control
6. Does not assume
7. Check our own baggage
8. BE FULLY PRESENT!
What
Mediation
Looks Like ?
Room A
9:00 a.m.
M = Mediator
Room A
11:00 a.m.
Room B M = Mediator
Room A
M
1:00 p.m.
Room B M = Mediator
Room A
4:00 p.m.
M = Mediator
Can You Let Go of Your
Own Needs
and Listen?
Listening Like a Mediator
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