Coaching and mentoring is very important in human development. Almost every sports personality, successful businesses, outstanding students, successful families have had either a coach or a mentor in their lives. The modern world has embraced fully, these two terms and is exploiting them to realize their full potential.
Their popularity is credited to the uncountable success they have brought to individuals, groups and corporate clients. Coaching and mentoring usually share numerous similarities, regardless of whether they are done for reward (professionals) or for philanthropic purposes. This paper will explore coaching and mentoring, and in particular, concern itself with its benefits to business activities and management (Emelo, 2011, p. 44-49).
Coaching is defined as the process through which learning and development are allowed to happen with the intention of improving performance. Coaches are required to have a thorough understanding of the knowledge, skills, techniques and styles suitable for the context under which coaching is to take place.
This way he/she is capable of instilling confidence and ability to the learner. Mentoring refers to the process of providing guidance to another person in how he/she makes momentous transitions in work, thinking or knowledge (The New York Times Company, 2011, p. 1).
Mentoring impart the mentee with confidence to make significant decisions that would help achieve success. Business coaching and mentoring is very important in instilling knowledge, skills, styles, and techniques as well as the ability to make significant decisions that are aimed at improving an individual’s achievement or business goals (The Coaching & Mentoring Network Ltd., 2010, p. 1).
Coaching and Mentoring associate several ways since they aim at almost similar objectives such as exploring in individuals, their corporate needs, desires, skills and motivation, the aim of which is to help the them make genuine and long lasting modifications. Other similarities include, questioning techniques, progressive support of clients, observation, and listening techniques to understand the context, among others.
Their main differences include the fact that in mentoring, when considered in its traditional context, implies that the mentor must be experienced in the line of mentorship, in most cases, the older and wiser take this responsibility to pass knowledge, which are of significant help to the mentee. On the other hand, coaching may be done even if the coach does not have direct experience of occupational responsibilities of the client , unless it requires focus on specific skills (The Coaching & Mentoring Network Ltd., 2010, p. 1).
Several changes that occur due to restructuring, mergers as well as acquisitions always prompt companies to outsource coaching and mentoring services. These services are nowadays provided to all professionals in companies for personal development purposes. They are aimed at promoting morale, productivity and motivation to lessen staff turnover, as it makes them feel connected and valued. This is usually done by internal mentors or coaching staff or in some cases outsourced.
Coaching and mentoring is a two-way relationship, which affords the employee significant benefits of fulfilling his/her goals as the business or organization achieve their goals (The Coaching & Mentoring Network Ltd., 2010, p. 1). Recent trends show that more individuals have made steps to hire their own private coaches and mentors, giving them a greater responsibility in maximizing their potentials as well as achieve their personal objectives (Ciutiene & Neverauskas & Meiliene, 2010, 444-449).
Coaching and mentoring are very important in a business organization as they help impart a sense of belonging, moral, motivational, individual responsibility as well as the fulfillment of both personal and organizational objectives. This is important in ensuring continued focus and attainment of business goals. It also readies the staff for any eventualities like mergers and adjustments in responsibilities that may follow such changes (Madlock, 2010, p. 42-62).
Ciutiene, R. & Neverauskas, B. & Meiliene, E. (2010). Coaching as a Tool to Develop Employees Career. Economics and management. ISSN 1822-6515 (p. 444-449)
Emelo, R. (2011). Creating a new Mindset. In T+D (pp. 44-49)
Madlock, P. E. (2010). The Effects of Supervisors’ Verbal Aggression and Mentoring on Their Subordinates. In Journal of Business Communication (pp. 42-62)
The Coaching & Mentoring Network Ltd. (2010). What is Coaching. Coaching Network. Retrieved April 20, 2011, from: http://www.coachingnetwork.org.uk/ resourcecentre/whatarecoachingandmentoring.htm#Buscoaching
The New York Times Company (2011). Top 15 Characteristics of a Successful Mentor. The New York Times. Retrieved April 20, 2011, from http://humanresources.about.com