Coaching and Mentoring
10 August 2004
Simple coaching model:
Set goals and
expectations
Provide
recognition
Build
commitment
Build
relationships
Give feedback
Build
competence
Monitor
performance
The G R O W model
Goals
What are the goals of the session?
Or
What are the coachee’s goals?
Reality
What is the reality for the coachee?
Where are they now?
Options
What options are there for achieving
the goal?
What now?
Or
Wrap Up
What are the next steps for the
coachee?
The O U T C O M E S model
Objectives
What is the coachee trying to achieve?
Understand the
reasons
Why does the coachee want to
achieve the objective?
Is it an over-stretch?
Is it an under-stretch?
Take stock of the
present situation
What is the reality of the present
situation?
Clarify the gap
What is the gap between where the
coachee is now and where they are
now and achieving their objective?
Options
generation
What are the options?
What are the pros and cons of each
one?
Motivate to
action
Is the coachee motivated to take
action, or just saying what they think
the manager wants to hear?
Enthusiasm and
encouragement
Is the coach enthusiastic and
encouraging?
Support
Is the coach supporting the employee?
The A C H I E V E model
Assess the
current
situation
Creative
brainstorming
of alternative
options to a
client’s current
situation
Hone goals
What is the present situation?
What’s working and what isn’t?
Initiate options
for goal
achievement
Is the coachee generating the options or
is the coach jumping in too early with
suggestions?
Evaluate
options
Is the coachee encouraged to take time
to think these through and arrive at the
most appropriate way forward?
Valid action
plan design
Do plans have specific actions, timelines,
areas of support, and commitment to
their achievement?
Is the coachee able to see the situation
from a variety of perspectives?
What are the coachee’s goals?
Are they SMART?
Will the coachee know when they have
completed their plan implementation
and if it has moved them towards their
goal?
Encourage
momentum
Is the coach encouraging action and
commitment to plan implementation?
Key coaching skills


Establishing rapport: matching, summarising, respecting
Asking open-ended questions

Patience
Mentoring

Natural mentoring

Planned mentoring
A mentor is someone more senior or with more experience
than a mentee.
A good mentor is:
 Respected and trusted
 Patient
 Respected
 People-oriented
 A good motivator
 Respectful
 Effective teacher
 Self-confident
A mentoring process:
1. Lay foundations of relationship
2. Clarify where the mentee is going
3. Help the mentee grow via:







Advice
Knowledge
Trying new strategies
Risk taking
Making discoveries
Asking questions
Making connections
Hilary Bryan
The Training Practice
August 2004