Developing a mentor program is one way of formalizing the relationship between individuals in a professional SHRM chapter (mentors) and students in a college chapter. Step Two: Find out if there is a Mentoring Partnership in your area. MENTOR’s affiliate Mentoring Partnerships are the leading state and local catalysts for mentoring. Starting a mentoring program might be the closest you'll ever get to making a business decision that has exclusively positive impact. Mentoring can improve. How to Develop a Mentoring Plan. Mentoring is used in schools, churches, and staff development programs. There is no single mentoring plan that fits everyone. Welcome to CAYM : Our kids need it. Christian Association of.Mentoring An Essential Leadership Skill. When developing a mentoring partnership, make sure you have clear boundaries of what you can and cannot do for the mentee. Developing Comprehensive Induction Programs at Christian Schools JoAnn Looney The 1980s were classified as a time of “national awakening” (Goodlad, 1990, p. From a mentoring program perspective faculty retention has been reported as a positive outcome (Benson et al. Twelve tips for developing effective mentors. MENTOR fuels the quantity and quality of mentoring relationships for the world’s young people while closing the mentoring gap. Everything you ever wanted to know about coaching and mentoring. What are Coaching and Mentoring? Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential. Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role. Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change. Use questioning techniques to facilitate client’s own thought processes in order to identify solutions and actions rather than takes a wholly directive approach. Support the client in setting appropriate goals and methods of assessing progress in relation to these goals. Observe, listen and ask questions to understand the client’s situation. Creatively apply tools and techniques which may include one- to- one training, facilitating, counselling & networking. Encourage a commitment to action and the development of lasting personal growth & change. Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non- judgemental of the client, their views, lifestyle and aspirations. Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship. Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals. Encourage clients to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals. Work within their area of personal competence. Possess qualifications and experience in the areas that skills- transfer coaching is offered. Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long. Useful definitions. The common thread uniting all types of coaching & mentoring is that these services offer a vehicle for analysis, reflection and action that ultimately enable the client to achieve success in one more areas of their life or work. Here are some published definitions we particularly like. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place”Eric Parsloe. Eric is a respected author and Director of the. David Clutterbuck & David Megginson are both founder members of! Mentoring, particularly in its traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out- of- reach opportunities. Coaching on the other hand is not generally performed on the basis that the coach has direct experience of their client’s formal occupational role unless the coaching is specific and skills focused. Having said this, there are professionals offering their services under the name of mentoring who have no direct experience of their clients’ roles and others offering services under the name of coaching who do. So the moral of the story is, it is essential to determine what your needs are and to ensure that the coach or mentor can supply you with the type and level of service you require, whatever that service is called. See also. Coaching and mentoring are also closely linked with organisational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals. Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organisational changes. This role may be provided by internal coaches or mentors and, increasingly, by professional coaching agencies. Coaching and mentoring programmes generally prove to be popular amongst employees as coaching achieves a balance between fulfilling organisational goals and objectives whilst taking into account the personal development needs of individual employees. It is a two- way relationship with both the organisation and the employee gaining significant benefits. There is also an increasing trend for individuals to take greater responsibility for their personal & professional development and even those who are employed in large organisations are no longer relying on employers to provide them with all or their career development needs. There has been an increase in the number of individuals contracting coaches and mentors on a private basis. Some are looking for a career change, but many are also seeking to maximise their potential with an existing employer or achieve greater balance with their work and home lives. Executive Coaching & Mentoring. There is a great deal of overlap between business and executive coaching or mentoring. Many people will offer either service, but there is a growing body of professionals in the UK who are calling themselves executive coaches and mentors and are differentiating themsleves in the marketplace. The key differences between business and executive coaching and mentoring are that Executive coaches and mentors typically. Coaching & mentoring have been shown to be highly successful intervention in these cases. When an organisation is paying premium rates for development services, performance is usually the key pay- back they are looking for. Even if an executive or manager receives support in balancing work and home life, it will be with the aim of increasing their effectiveness and productivity at work and not for more altruistic reasons. Performance coaching derives its theoretical underpinnings and models from business and sports psychology as well as general management approaches. Skills coaching & mentoring. Skills coaching has some commonalities with one- to- one training. Skills coaches & mentors combine a holistic approach to personal development with the ability to focus on the core skills an employee needs to perform in their role. Skills coaches & mentors should be highly experienced and competent in performing the skills they teach. Job roles are changing at an ever increasing rate. Traditional training programmes are often too inflexible or generic to deal with these fast moving requirements. In these instances one- to- one skills coaching allows a flexible, adaptive . It is also possible to apply skills coaching in . These objectives often include the individual being able to perform specific, well- defined tasks whilst taking in to account the personal and career development needs of the individual. One- to- one skills training is not the same as the . What differentiates it is that like any good personal or professional development intervention it is based on an assessment of need in relation to the job- role, delivered in a structured (but highly flexible) manner, and generates measurable learning and performance outcomes. This form of skills training is likely to focus purely on the skills required to perform the job function even though it may adopt a facilitative coaching approach instead of a . Personal coaches may work face- to- face but email and telephone based relationships are also very common. These coaches and mentors operate in highly supportive roles to those who wish to make some form of significant change happen within their lives. Coaches offer their clients a supportive and motivating environment to explore what they want in life and how they might achieve their aspirations and fulfil their needs. By assisting the client in committing to action and by being a sounding- board to their experiences, coaching allows the individual the personal space and support they need to grow and develop. The coach’s key role is often is assisting the client to maintain the motivation and commitment needed to achieve their goals. In many cases personal coaching is differentiated from business coaching purely by the context and the focus of the programme. Business coaching is always conducted within the constraints placed on the individual or group by the organisational context. Personal coaching on the other hand is taken entirely from the individual’s perspective. How do coaching and mentoring compare with related professional services? Traditional forms of training. Wholesale transfer of new skills, e. Delegates generally have to complete standard modules, so there is little room for tailoring the programme to account for existing knowledge, skills or preferences. Not always sufficiently similar to the . Coaching and counselling share many core skills. However, professional counsellors work with personal issues in much greater depth than would generally be explored within a coaching context. Coaching/mentoring. Development activities are designed to suit client’s personal needs (whether aspiration or performance related) and learning styles. Fine tunes and develops skills. Can focus on interpersonal skills, which cannot be readily or effectively transferred in a traditional training environment. Provides client with contacts and networks to assist with furthering their career or life aspirations. Performed in the . The term consultant coach is often used when the coach is external to the organisation and therefore offering services on an . This is not, however, the same as consultancy per se. Coaching and mentoring has been offered by consultancy companies for many years, even though it is not specifically . Coaching and mentoring programmes are generally more concerned with the practical issues of setting goals and achieving results within specific time- scales. Coaching and mentoring is generally commenced on the premise that clients are self- aware and .
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