3 Keys to avoid common Life Coaching Mistakes

There’s been much debate about the agency Reform Plans that were submitted to OMB by each agency. How seriously will agencies take those plans? Will Congress pass a budget that supports the changes outlined in the plans? 

One thing that is hard to debate against, however, is that there will be change.

So, if change is inevitable, what we really need to think about is how we’re going to manage the change. Change management frameworks, methodologies, and best practices are widely available on the internet. However, one word sums up the key to successfully implementing change, and if not done properly, change will not be successful -communication.

Yet organizations, time and time again, do a poor job of communicating change. And what happens as a result? Greater resistance and slower adoption by the workforce, which in turn hinders the organization from realizing the benefits it hopes the transformation will generate.

Here are three tips that address the most common mistakes we see organizations make when communicating change:

1. The Earlier the Better

Organizational transformation requires its workforce to change behaviors, and behavior change takes time while people digest and become comfortable with what they will have to do differently. One of the most common mistakes I see organizations make when it comes to communicating change is they start far too late in the process.

As soon as soon as the decision is made to make a change, it should start being communicated, and not just to a limited group of individuals, but broadly to all those who in some way will be impacted by the change. And, it’s still not enough to communicate the change broadly, it is also critical that organizations tailor their communications (content, medium, timing, and frequency) to the stakeholder groups that will be impacted.

2. Remember That Communication is a Two-Way Process

All too often we see change communicated out, which leaves people feeling like change is being done to them, rather than feeling like part of the change. And, how many times have change initiatives been delayed because unforeseen requirements surface late in the process when a stakeholder group who wasn’t engaged throughout the process finally is?

Listening must be part of an organization’s communication process so that communication about a change moves beyond informing the workforce to also engaging everybody.

3. Use Transparency to Build Trust

Getting people to change behavior also requires trust. People have to trust that their input has been considered and that the organization will help them succeed and support them throughout the change process.

One of the best ways to establish trust with the workforce during organizational transformation is by being as transparent as possible when communicating the change. Be honest about what you know and what you don’t know, and provide visibility into the decision-making process and criteria.

Organizational transformation only happens when its workforce transforms with it. Communicating to the workforce early and interactively enables organizations to bring their people with them on the change journey, rather than hoping they hop on board once the ship is already sailing.

Coaching and mentoring compared

The American writer George Matthew Adams once observed that “many moments of personal success and fulfillment in an individual’s life come about through encouragement from someone else.” No doubt you can remember those who impacted your life when you were young, during the school years, involvement in community activities, at your first job and, perhaps, at the job you hold now.

Whether the support came informally or through a deliberate, formal program, helping you personally or professionally, there is no doubt that others can be easily identified who influenced and shaped your future. Those were or are your mentors.

Typically, informal mentoring programs do not have a structure, time limit, or support from a sponsoring business or other organization. How often the mentor and protégé meet is up to them. There are no entrance requirements.

Formal mentoring programs are long-term. They have minimum requirements, including selection of participants, training, support, and frequency of meetings between mentor and mentee.

Coaching and mentoring: different goals, different methods

Establishing an internal mentoring program is not a new idea. In fact, a front page article in the Harvard Business Reviewin 1978 declared, “Everyone who makes it has a mentor.” Until recently, however, business has been less involved in establishing formal mentoring programs for employees, focusing more on internal coaching.

It is easy to get confused about the differences between coaching and mentoring. The purpose and expected outcome of each is distinctly different, although, at times, some overlap exists. For example, coaching, which provides specific feedback, can be used within mentoring. But as Lorraine Stomski, senior vice president of Aon Consulting, explained, mentoring is more holistic than coaching in that it develops the whole individual through guidance, coaching, and development opportunities.

An employee serving as the “coach” assists another colleague, known as the protégé, in order to improve the latter’s job performance. The purpose is often to work with the protégé toward the goal of climbing the ladder of success and getting ahead.

Some companies even offer reverse coaching. That is, a senior employee who has perhaps been in the company for several decades is coached by a newer, junior employee in areas such as computers and advanced technology. Research informs that these kinds of formal coaching efforts improve career success and employee morale and retention.

Mentoring, unlike coaching, is far more personal and friendship-based, offering nonjudgmental support as a positive role model and focusing on a mentee’s longer-term personal development. The mentor makes suggestions. The relationship is neither formally evaluated nor connected to job advancement but rather to personal improvement.

Source: http://ehsdailyadvisor.blr.com/

13 Top Life Coaching and Mentoring Tips

Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential.

Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role.

• Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change.

• Use questioning techniques to facilitate client’s own thought processes in order to identify solutions and actions rather than takes a wholly directive approach

• Support the client in setting appropriate goals and methods of assessing progress in relation to these goals

• Observe, listen and ask questions to understand the client’s situation

• Creatively apply tools and techniques which may include one-to-one training, facilitating, counselling & networking.

• Encourage a commitment to action and the development of lasting personal growth & change.

• Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgemental of the client, their views, lifestyle and aspirations.

• Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship.

• Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals.

• Encourage clients to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals.

• Work within their area of personal competence.

• Possess qualifications and experience in the areas that skills-transfer coaching is offered.

• Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long.

The difference between coaching and mentoring

As can be seen above, there are many similarities between coaching and mentoring! Mentoring, particularly in its traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities. Coaching on the other hand is not generally performed on the basis that the coach has direct experience of their client’s formal occupational role unless the coaching is specific and skills focused.

Having said this, there are professionals offering their services under the name of mentoring who have no direct experience of their clients’ roles and others offering services under the name of coaching who do. So the moral of the story is, it is essential to determine what your needs are and to ensure that the coach or mentor can supply you with the type and level of service you require, whatever that service is called.

Organisational development, changes brought about by mergers and acquisitions as well as the need to provide key employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or mentoring.

At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as a professional or personal development tool. Coaching and mentoring are also closely linked with organisational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals.

Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organisational changes. This role may be provided by internal coaches or mentors and, increasingly, by professional coaching agencies.

Coaching and mentoring programmes generally prove to be popular amongst employees as coaching achieves a balance between fulfilling organisational goals and objectives whilst taking into account the personal development needs of individual employees. It is a two-way relationship with both the organisation and the employee gaining significant benefits.

There is also an increasing trend for individuals to take greater responsibility for their personal & professional development and even those who are employed in large organisations are no longer relying on employers to provide them with all or their career development needs. There has been an increase in the number of individuals contracting coaches and mentors on a private basis. Some are looking for a career change, but many are also seeking to maximise their potential with an existing employer or achieve greater balance with their work and home lives.

First Published in http://new.coachingnetwork.org.uk/