In my experience, it is important
to have both a coach and a mentor.
Because coaching and mentoring are two separate ideas, with separate
functions, there are different times in life for each. If you can find a great mentor that can guide
you through your life or career and coach you in certain areas when needed,
this can satisfy the needs of both.
Companies will often assign senior managers this role. The article Mentoring, Does it Work? states, “Senior managers are believed to be experienced
people who, as superiors, also need to take the roles of coach and guide for the new
entrants” (Ayinde, 2011, p. 3) .
Mentoring is a long term, relationship
guided process. A mentor will guide an
individual in many facets of life ranging from work to life and from marriage
to raising kids. A good mentor can guide
an individual to help them make the decisions which will help them achieve
their life goals.
I will often ask my mentor questions
about decisions I am going to need to make in the near future. These vary from job opportunities, bases we
may like to move to and important career decisions. Because I am married and have a child, these
decisions effect myself and family. When
looking to make decisions, it is important that I keep my family in mind. Career wise, it may be a great move to do a
one year tour in Korea; however, this would mean not being able to bring my
family with me. I then have to ask
myself whether or not the separation is worth the career progression. I would also ask whether or not there are any
other ways I can achieve the same career goals, without having to separate from
my family for a long period of time. I
would expect to be able to go to a mentor with these questions and be able to
receive advice that would help in the decision making process.
Just because a mentor is often
giving advice and answering questions for the mentee does not mean the mentor
does not gain anything from the relationship.
Ayinde states, “The close association between the mentor and the mentee
as established in the course of this paper has some potentials and actual gains
for both. This association and the realization of this fact serve as bond
determinants that often lead to collaboration, which will eventually become
synergy” (Ayinde, 2011, p. 12) . Ayinde also states, “A strong secure bond
between the two can lead one or both to do more innovative and important work
than they might do on their own” (Ayinde, 2011, p. 13) . When we develop close professional
relationships with others at work, we can develop a bond that can lead to
better communication, collaboration and higher quality work. The mentors themselves generally will
experience increased motivation, self-esteem and the satisfaction of knowing
they are helping someone to learn and grow in their career. It can also help the mentor to develop new
insights into what is going on in the lives of younger employees. As we grow and are set in our ways, the mentoring
process can help us to stretch, learn and think in new ways. A mentor is also a role-model. Becoming a role-model to another person can
improve the desire to produce quality work and become a better person. In this sense, mentoring not only guide the
mentee, but also can improve the life and quality of work for the mentor.
There are occasions that a mentor
may need to coach employees through processes, briefings or new
responsibilities. In this sense a coach
becomes a “performance consultant”. A
coach may outline goals, development plans and provide feedback to the
coachee. A new employee may have a list
of things he or she needs to learn to become more competent in their job. A coach can help to train this employee and
guide them along that development path.
A coach may even be ask to help develop a coachee’s personal image. How we are perceived in an organization is an
important part of development. Are we
competent? Are we shy or outgoing? Are we aggressive or timid? Being able to manage our image can go a long
way to being successful in our career.
The article states, “Over time, each of us establishes a personal,
“signature” brand that represents the overall image that we present to others. One’s brand comprises certain dominant
qualities and behaviors, or brand attributes that distinguish you in the minds
of those who interact with you” (Barner, 2011, p. 43) . A person that has been branded as being “too
aggressive” or “too intense” during disagreements may need to be coached to
adjust those types of behaviors. A good
coach can give accurate feedback that can help that individual correct this
behavior. My father had an experience
like this years ago. He had an employee
that was overweight, often wore clothes that did not fit his size, came to work
disheveled and often chewed tobacco while working with managers from various
grocery store chains. My father met with
him and coached him on his dress and appearance and how to present himself to
managers. This person could have been
offended and ignored the advice. Instead
he took the advice, adjusted his ways and saw his success and relationships
improve greatly with those he worked with.
For a coachee, it can be
difficult to be told we are doing something wrong, it takes a great deal of
humility to change our ways and adjust our path. A good coach knows how to approach a coachee
and teach them without being overbearing or offensive. Whether a coach or mentor is part of an
official or unofficial program, the roles they play in the professional and
personal lives of their employees is incredibly important. They can make a great and lasting effect on
the career paths of those they are teaching.
Looking back, I can remember each of the mentors in my life that have truly
helped me learn and grow. For the rest
of my life I will remember and be grateful to those who took a special interest
in my professional and personal well-being.
References
Ayinde, A. T. (2011). Mentoring, Does it Work?
Barner, R. (2011, Jun). The 5 Hidden Roles of the
Managerial Coach. T + D.
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