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Coaching & Mentoring by Dr. Jhonnifer Abarao, DHCM, RN

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Coaching & Mentoring by Dr. Jhonnifer Abarao, DHCM, RN

  1. 1. Coaching and Mentoring Prepared by: DR. JHONNIFER ARELLANO ABARAO, DHCM, MAN, RN, USRN Doctor of Health Care Management
  2. 2. Learning Objectives To develop a definite goal focus To communicate, teach and inspire To self-motivate with a positive mental attitude, especially during tough times To inspire others and create a positive and productive atmosphere in others around you
  3. 3. What could you have done to improve your performance?
  4. 4. Performance in Organizations Organization Directions (Vision, Mission, Values & Goals Individual Behaviors Performance Environment Individual Competencies Objective Results Adapted from HRM Gaining Competitive Advantage, 2000 Performance – is a measure of an output or result of a job, Evaluation – Performance Results
  5. 5. Performance Management Cycle
  6. 6. Performance Monitoring and Coaching MONITORING -Observing and collecting data over a period of time for the purpose of measuring performance. COACHING -Providing guidance to staff with the intent of helping them achieve their performance goals. Why? To ensure that performance remains on track towards goals What? Accomplishments: What is being done well Performance deficiencies: What is falling short or expectations/targets
  7. 7. Sources of Performance Data How Output Feedback Observations Progress reports Critical incidents
  8. 8. What is Coaching? Is an interactive process where managers and supervisors aim to close performance gaps, teach skills, impart knowledge and inculcate values and desirable work behaviors. • Clarify goals • Identify ways to get there • Understand constraints • Find solutions Helping others: Process driven by coaches
  9. 9. • Overcoming problems • “Why” questions to uncover deeply-rooted causes • Meaning based • Helps people understand themselves better Coaching • Enhancing performance • “What” questions to help discover solutions • Action oriented • Addresses aspirations, objectives and tasks Counseling
  10. 10. Coach’s Role  Enhance self-awareness  Teach how to learn  Surface performance issues  Guide problem solving
  11. 11. What a coach does?  Listens with respect  Considers the coachee as the expert  Offers appreciation  Encourages best thinking in coachee  Allows coachee to vent emotions  Supplies facts  Welcomes divergent thinking  Asks powerful questions  Creates a relaxed and conducive environment
  12. 12. Principles of Coaching Awareness Responsibility Knowing what is going on around you and knowing what you are experiencing is essential for change to happen. A person who is enabled to make his/her own decisions would readily be responsible for improving his/her own performance.
  13. 13. How do you trigger the need or desire for coaching among your staff? What would motivate you to seek coaching from your supervisor? Creating Coaching Moments…
  14. 14. Guidelines in Coaching  Maintain or enhance self-esteem  Listen and respond with empathy  Enable coachee to think and decide for him/herself  Enable coachee to think and decide for him/herself  Share information that will help achieve coachee goal  Share feeling without taking focus away from coachee  Offer assistance without taking responsibilty WHEN NOT TO COACH?  When action is urgently needed and directing is the fastest way  When doing it yourself is more efficient  When directing is the fastest way and time is of the essence
  15. 15. A coach helps you move from where You Are to Where You Want to Be
  16. 16. Coaching Triads Coachee Invites Coach to observe. At triad meeting, listens to, reflect on, and discusses feedback. Coach Watches delivery., taking notes on bright spots and suggestions for refinement and innovation. At triad meeting, provides feedback to Coachee. Observer Facilitates triad meeting. Provides feedback on process to both Coach and Coachee. Prompts feedback and reflection. Maintains triad’s focus on goals, outcomes, and positive growth. Triad team collaboratively identifies focus areas for observations and coaching.
  17. 17. What is Mentoring? A reciprocal and collaborative learning relationship between two (or more) individuals who share mutual responsibility and accountability for helping the mentee work towards achievement of clear and mutually defined learning goals.
  18. 18. Mentor Roles  Enhance self-awareness  Teach how to learn  Surface performance issues  Guide problem solving
  19. 19. 5 CHANGES FROM TRADITIONAL MENTORING 1. One-on-one to a variety of formats 2. Mentor-led to mentee driven 3. Limited to expanded roles 4. Shift in mentor and mentee profile 5. Spontaneous relationships to organization- supported partnerships
  20. 20. 1. One-on-one to a variety of formats • Informal Group Mentoring • Formal Mentoring Round Table • Reciprocal Mentoring Circle • Reverse Business Mentoring and • Cascading Executive Coaching
  21. 21. 2. Mentor-led to mentee-driven TRADITIONAL MODERN Mentor as sage on the stage Mentor as guide on the side Mentor sets foals for mentee Mentee sets development goal &pursues action plans Mentor directs the conversations Initiates meetings and developmental conversation Mentors pick their mentees (For offline mentoring programs) mentee gets to pick a mentor
  22. 22. 3. From Limited to expanded mentor roles Sponsor Advisor Technical consultant TRADITIONAL ROLES Confidant Protector Cheerleader Broker Role Model Coach Challenger Sponsor MODERN ROLES
  23. 23. 4. Shift in Mentor and Mentee Profile MODERN • Older (therefor wiser) • Of higher rank in organization • Designated TRADITIONAL • Anyone a mentee can learn from (regardless of age or organizational rank) • Willing to commit to help the mentee develop • Volunteer
  24. 24. 5. Spontaneous Relationships to Organization-Supported Partnerships • Formal, facilitated program; goals clearly linked to a compelling strategic issue • Structured: who mentors whom cycle, frequency, focus, infrastructure • Governance and program management structure • Support mechanisms (role & responsibilities defined, competency building for mentors, orientation for mentees, resources, rewards and recognition)
  25. 25. COMMONALITIES BETWEEN COACHING AND MENTORING • Conversations that create insight • Development process • Relationship based • Goal-directed (learning, performance improvement, career development) • Overlapping skills: rapport building, goal setting, • Listening, feedbacks giving, asking powerful questions • Coachee / mentee-driven
  26. 26. Mentoring vs. Coaching Coaching addresses current performance needs while Mentoring is developmental Coaching is short-term while Mentoring is long-term Coaching is one of the tools for Mentoring Mentoring is more flexible
  27. 27. Regardless of whether it is Mentoring or Coaching what is important is that you were able to help a person achieve learning objectives.
  28. 28. Mentor responsibilities  Listen actively to mentee  Maintain confidentiality  Be accessible and provide Adequate time  Encourage mentee to see things from more that one perspective; help them explore options  Promote responsible decision-making  Motivate and support mentee in achieving their goals  Ensure professional relationships, under organization guidelines and policies  Offer advice, when asked without being directive and enable the mentee to use problem solving methods  Act as role model, embodying the organization values and ethical standards  Recognize when it is time to relinquish role and do so with good grace
  29. 29. Mentee Responsibilities  Initiate contact and set agenda  Discuss issues candidly  Maintain confidentiality  Be open to various perspective and options  Gather information from a variety of sources  Take action to achieve self-determined goals  Ensure professional relationship, operating within the mentoring program guidelines and policies  Act within the program’s values and ethical standards  Conclude the relationship graciously
  30. 30. Phases of Mentoring 1. First Conversation 2. Subsequent Conversation 3. Final Conversation
  31. 31. First Conversation • Initial contact • Building rapport • Defining the scope mentoring • Clarifying soles Setting • Goals Negotiating • Agreement and commitments (contracting) Connecting and Contracting
  32. 32. Final Conversation • Evaluating the mentoring process • Acknowledging contribution and things that worked well • Celebrating success • Putting a closure to the partnership • Redefining the relationship Celebrating and Closure
  33. 33. THANK YOU!

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