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Developing Future Leaders with Mentoring and Coaching

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Leaders exist in every generation. And while each age group brings something different and important to the workplace, it doesn’t change the fact that everyone needs leadership development.

There are leaders who are Baby Boomers, Generation X, Millennials, and beyond. But if you’re a Baby Boomer, think back to when you started your career. Were mentoring and coaching part of your leadership development? If they were, there was likely no formal process, unless you were at the highest leadership levels of the organization. Most mid-level leaders during that time had to identify their own mentors and coaches. Sound familiar?

Rugby Team in 1960s

© Flickr user St Munchin’s College

Members of Generation X probably remember a more defined process for matching them with a mentor or coach. And Millennials (also called Generation Y) most likely experience even more focused mentoring and coaching programs–resulting no doubt from companies recognizing the value in ensuring a robust leadership development program in an increasingly complex global world. So what has driven the increased focus on formal mentoring and coaching programs?

It may just be that developing future generations to succeed ensures organizational sustainability.

Since coaching and mentoring are powerful components of developing sustainable leaders, both must be incorporated into the fabric of our organizations. According to John Duggan, CEO of Gazely:

We believe it’s in our business interest to become more sustainable. This will become a must-have, rather than a nice-to-have issue, going forward. We want to build our brand around that position.

My Own Experience

While working with clients, including Butler University, I’ve seen leaders “walk the talk.” MBA students are assigned a coach early in their program. As one of the leadership coaches, I assist students with completing the 360-degree feedback process, which provides them with feedback on how their leadership style is perceived by their boss, direct reports, and peers. Then, I help them design an action plan to increase their leadership effectiveness. The goal is to ensure their effectiveness is sustained long after the MBA program is complete. I’m intrigued by this program because I am passionate about helping leaders and organizations increase sustainability. I’ve also had the honor of mentoring several young men and women over the years, and I take that honor very seriously.

Differences Between Mentoring and Coaching

Through my experiences, I have learned that mentoring differs from coaching in that it’s generally for a longer period of time and focuses on developing the individual holistically for the future—professionally, personally, and often, spiritually. Mentoring is often about following someone through their path in life, learning from their lessons and mistakes. Mentoring is often a private, one-to-one relationship.

Coaching, on the other hand, may only be for a short period of time and focuses on helping the individual overcome a specific issue or performance challenge in the present. I’ve been fortunate to experience the power of coaching and mentoring.

While there are clear differences between coaching and mentoring, the differences complement each other, making both valuable and necessary. Together they are a powerful, unbeatable combination for developing future leaders. Their differences are summarized in the table below.

The Bottom Line

It is evident that a balance of mentoring and coaching is important to overall leadership success. It is my opinion that both approaches used together will significantly strengthen the development of our future leaders, our organizations, and our communities.

Without mentoring or coaching, however, businesses will struggle to compete. They will have difficulty attracting and retaining talent. People who are currently part of an organization won’t see anyone to emulate, nor see people who are getting better through the support of their peers and the people who they admire.

If you’re seeking help, seek a mentor or a coach—or both! And if you have help to give, be a mentor or a coach to someone else. It will make a difference.

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Thresette Briggs

Thresette Briggs

Thresette Briggs is an award-winning Consultant, Professional Speaker, Trainer, and Coach. She is the Founder, President, and Chief Performance Officer of Performance 3, a leadership and professional development firm that partners with global organizations to achieve sustainable high-performance solutions. Performance 3 has partnered with global organizations with as few as hundred and up to 10,000 employees, and revenues over $13 billion, to deliver services for conferences, leadership meetings, learning series, retreats, webinars, and workshops, in multiple industries including automotive, consulting, construction, healthcare, higher education, manufacturing, and nonprofit.
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