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Transcript

  • Usually for a short period of time
  • Structured, formal approach
  • Does not need first-hand experience of mentee’s sector of work
  • Priority is to improve performance that impacts on the present job

Coaching

More Info

  • Long-term process based on mutual trust and respect
  • Focused on informal association
  • Has first-hand experience of the mentee’s line of work
  • Priority is to develop skills for mentee

Mentoring

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Having said that, a good mentor will typically use open, non-leading questions and on occasion a coach may choose to offer a piece of information and experience if they believe it is in the best interests of the client. In this way, the coach may move up and down the scale of influence (Starr).

Whilst coaching and mentoring are different disciplines, they are often thought of as part of one spectrum.

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Typically, mentoring is seen as more directive, harnessing the expertise of the mentor and advice giving is more likely to be present. When coaching, the coach is an expert on facilitating the process rather than the context the client or coachee is working in.

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A mentor differs from a coach in that the mentor will have industry-specific experience and be a valuable source of information, which allows the mentor to guide a less experienced or less knowledgeable person.

Ultimately, both a mentor and coach have the shared goal of supporting the individual to increased performance. The mentor may in fact use coaching skills in their conversations, but the mentor role can be wider than that of the coach and may include making connections and sharing experiences.

Mentoring is a relatively simple practice to embed in any organisation and is happening informally in most already. However, to take an individuals’ use of coaching within an organisation to the next level, it goes beyond you as the individual coaching manager, and is about developing an organisation-wide coaching culture.