Many managers and employees use coaching and mentoring in the same breath they are very different. Yet, in the 21st-century workplace, both are imperative to support employee development and engagement. Below are the top 5 differences between coaching and mentoring:
1) Coaching is performance-driven. The purpose of coaching is to improve the employee’s job performance. Thus, coaching involves either helping in enhancing current job skills or acquiring new skills needed to perform the job.
Mentoring is development-driven. The purpose of mentoring is to develop the employee for their current job, as well as, their future opportunities. This distinction differentiates the role of the immediate manager and that of the mentor.
2) Coaching is task-oriented. Coaching focuses on task issues, such as how to speak clearly and professionally on the telephone, how to enhance presentation skills, and how to respond to conflicts/conflict resolution. Task coaching requires a content expert (coach) who can teach the employee how to develop these skills.
Mentoring is relationship-oriented. Mentoring focuses on the relationship between the employee and mentor, allowing for the safe sharing of issues that affect the employee’s professional and personal success. Mentoring focuses on work/life balance, self-confidence, self-perception, and influence skills??
3) Coaching is short-term. Coaching an employee can be for a short period, maybe even just a few sessions. Coaching lasts for as long as it is needed.
Mentoring is always long-term. Mentoring requires time in which both parties can learn about each other and build a climate of trust. Therefore, mentoring relationships can last at least six months or more.
4) Coaching is the manager’s responsibility. Managers may determine if the employee needs a content expert coach or coaching directly from the manager. The manager has information that enables the employee to perform successfully in their position. This information guides the coaching.
Mentoring includes indirect involvement from the manager. The manager is indirectly involved in the mentoring process by offering suggestions to the employee on how to best use the mentoring experience. The manager may provide recommendations to the employee on what would constitute a good mentor match. The manager has no link to the mentor, and they do not communicate during the mentoring relationship. This helps maintain the mentoring relationship’s integrity.
5) Coaching does not require design. Coaching can be conducted almost immediately on any given topic. The Manager can determine the employee’s competency area of expertise that needs coaching and does not require a long-term plan to implement a coaching program.
Mentoring requires a design phase. Mentoring requires a strategic plan that focuses on relationships and mentoring models to facilitate a successful mentoring program. The critical element of the mentoring strategy is determining the match process between the employee and the mentor.
Below are the types of mentors you need in your career:
Mentor #1: The master of company careers
This knows the political landscape of your company and how to navigate it.
Mentor #2: The champion of your cause
This mentor is someone who will advocate for you and your career.
Mentor #3: The confidant
This is the mentor you can share things with who won’t violate your trust.
Mentor #4: The anchor
This mentor can be particularly insightful when setting priorities, achieving work-life balance, and not losing sight of your values.
References: The Differences between Coaching & Mentoring, http://www.management-mentors.com/resources/coaching-mentoring-differences.
ent-mentors.com/resources/coaching-mentoring-differences.