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1、The Role of a Leader as Coach and Mentor,Workshop at the AtlanticHuman Resource Conference 30 November 2006Louis Coutinho,Agenda,IntroductionInteractive WorkshopRoles of a LeaderCoaching&MentoringProviding FeedbackLearning Styles QuestionnaireLearning Plan,Role of a Leader,To create a clear understa
2、nding of the current reality To help develop a shared vision of a more desirable future situationTo create the belief that there is a viable path from the former to the latterTo create an environment in which people are motivated to embark on the journey to that future,Responsibilities of a leader,T
3、o help the organization remove or overcome obstacles on the journeyTo assure that the resources needed for the journey are availableTo provide encouragement,honest feedback,and continued support during the journeyTo take part in the journey,LGL Success Factors,Mentor Know Yourself and OthersFacilita
4、tor Dealing with OthersManager Working with OthersProducer Providing Quality ServicesDirector Getting Things DoneVisionary Seeing the Big PictureEntrepreneur Contributing to Organizational SuccessBroker Building Community Capacity,Role of a Coach,TeachMotivateEncourageShow how to.Develop people Cele
5、brate success,Role of a Mentor,Guide(Motivate performance)Counsel(Listen,advise,feedback)Role model(Lead by example)Transfer knowledge(Share your know how)Advise/Champion(Develop career),Coaching&Mentoring,TeachMotivateEncourageShow how to.Develop people Celebrate success,Guide CounselRole modelTran
6、sfer knowledgeAdvise/Champion,Definition of Mentoring,A partnershipA process of building workplace relationships to develop individualsin their personal and professional pursuits.,The Mentee(associate,protg),Participates on voluntary basisSeeks your guidanceIs part of an overall training and leaders
7、hip development programIs part of a formal mentoring programMutual commitment on expectations,Mentoring Relationship-What do the parties discuss?,Skill developmentOrganizational issues/politics(p)Career planningCoping with new or difficult situationsLeadership and ethical decision-makingProblem solv
8、ing,Expectations of the leader,Create a structure for the relationshipCommunicate willingness to helpHelp even if outside your area of expertiseReach out to your mentorship partnerBe honest and provide feedback in a positive way,Mentorship relationship,Formal relationshipSet up mutual objectivesFace
9、 to face meetings at least once a monthBe in contact at least 2-4 hours a month,Exercise#1:What do mentees want from their mentors?,Encouragement SupportHonestyCandid information/advice“Big picture”viewGuidance Honest appraisal of their abilitiesAssistance in making good choicesBenefit on mentors ex
10、periencesIdea stimulation,Communication Style,Relater(relationships,open,considered decisions)Thinker(credibility,deliberate with decisions)Dominant(control,like success,decisive)Socializers(flexible,open,spontaneous)Others,Giving Feedback,TimelySpecificFocused on behaviour,not on the personFocused
11、on observations,not inferencesBased on fact,not judgement or opinion.Communicated in terms of individual needs/styles,Exercise#2:How does a mentor benefit?,Career advancement Information gatheringPersonal satisfactionSharpened interpersonal skillsRecognition from the organizationExpanded professiona
12、l contacts,Negative feedback should be,Delivered in a way that maintains an individuals self-esteem.Stated along with the expression of a desired alternative,stated in precise,behavioural terms,Exercise#3:Feedback Exercise,Effective feedback isTimelySpecificFocused on behaviour,not the personFocused
13、 on observations,not inferencesBased on fact,not judgement or opinionCommunicated in terms of individual needs/styles,Problem Solving,1.Define the Problem2.Discuss Alternatives3.Reach Agreement4.Follow-Up5.Recognize Achievement,Management Vs.Mentoring,Assigns goalsDefines rolesWrites proceduresContr
14、ols behaviourEvaluates performanceDirects actionsRelies on positional power(extrinsic),Develops a planLets roles evolveProcedures evolveEmphasizes quality as a way of lifeFocuses on ways to improve processesCollaboratesIncreases initiative and internal motivation,Mentoring Programs,Clearly defined p
15、rogram goalsEndorsement by senior leadershipPart of overall training&developmentParticipation on voluntary basisPairing based on preferred volunteer mentors/associatesMutual commitment on expectationsConfidentiality,Who is benefiting?,Benefit to the menteeBenefit to the mentorBenefit to the organiza
16、tion,Exercise#4:How does the Organization benefit?,Knowledge transferMotivated employeesSuccession planningGetting your message/vision outSenior staff feel valuedImproved communicationsNetworking,Learning Style,Preferences for the way you work with informationVisual preferenceAural preferenceReading
17、&Writing preferenceKinesthetic preference,Exercise#5:Learning Plan,Pick a partnerTopic for discussion:Personal DevelopmentTake turns being a mentor/menteeSet one learning objective,Summary,The role of a leader as a motivatorThe leader as a coach who teaches,develops people and provides feedback in a timely and respectful mannerThe leader as a mentor who guides,counsels people and is a role modelAn evaluation tool to understand peoples learning stylesSimple learning plan,Thank you!,Feedback?Questions?,
