MENTORING AND COACHING
How often do you appoint someone to a role but recognise they will need some support and guidance before they become fully effective? How often does someone’s role change and they need some guidance in how to adjust to the change? How often does a whole department need guidance when changing the way they have to do things? How often do people reach a difficult milestone in their life when they need some support to help them get through it?
Mentoring and coaching people makes sound business sense. If someone needs support why let them struggle? This only results in poor business performance. OK, if they are not up to it then action needs to be taken but, in many cases, with the right support and guidance, people can soon overcome their difficulties and start firing on all cylinders again.
Together we can:
- recognise who in your business would be ideal to take on a mentoring role eg. someone who can demonstrate empathy and credibility.
- recognise when mentoring may be desirable for an individual or for a group of people.
- establish mentoring programmes for individuals and groups and monitor the success of such programmes.
- establish a framework for the provision of personal and other coaching.
- understand where personal coaching fits into the overall framework for the management of your people.
- build coaching skills into training and development programmes.
- understand the difference between coaching and supervision techniques in the day to day management of your people.
- deliver professional support in coaching people to success.