To train, to coach, or to mentor? – that is the question.

A great team is trained well, coached to be empowered and mentored to stretch their potential 

These days Managers and Leaders must be able to train, coach and mentor their teams to build and develop the potential within their teams.

Many managers struggle with the differences of these functions and use the wrong one at the wrong time, leaving individuals and teams feeling lost and confused.

Managers today need to be adaptable and cultivate the necessary skills to aid in the development of their teams. Using these 3 functions effectively and within the correct context will help in

-       Retaining and attracting great people

-       Positively affecting motivation and engagement

-       Achieving business outcomes and goals

-       Improving productivity and decision making

-       To have the ability to tackle issues and problem solve

-       Come up with new and exciting ideas

-       Building strong and meaningful relationships with their co-workers and teams.

So, here is a run down of each function:

TRAINING:

Training is transferring new information- such as new technology, new systems, new regulations, new processes, and new skills. As the trainer, you are focusing on the trainees’ skill and adding to their knowledge.

Training is usually very structured and conducted in groups, but it can also be one on one. It can be within the classroom or on the job.

As a Trainer, you are in charge of the content and how it is being delivered, you are in an instructive role. Your training needs to be well designed so that it hits clearly defined outcomes and well practiced so that it is engaging and effective.

To be effective there are two considerations.

1. The competence of the Trainer and their ability to engage their trainees and the deliver the content.

2. The attitude of the Trainees and their willingness to learn and participate.

Training is on going. A training session might be a one off event, but the pre training assessment and on going monitoring after the training is all part of the process. Training is also a stepping stone process. Dependent on the subject matter, there might be a series of levels of a particular skill that need to be trained over a period of time. Each time there is something new and added to the skill set. 

COACHING:

When coaching, you must assume that the Coachee (person being coach) already has the knowledge within them and your role, as the Coach is to draw out that knowledge. The reason for the coaching session is to enable and facilitate decision-making and problem solving. Conversations centre on motivations, behaviours and beliefs rather than skills or knowledge. It is about will rather than skill.

Coaching sessions are usually conducted one to one, although it can be done within small groups. The sessions can be informal or formal.  The Coach does not control the content but controls the process through active listening and effective questioning. It is up to the Coach to guide the process forward for the benefit of the Coachee.

There is a clearly defined outcome to the session as decided by the Coachee. Your job is stand alongside the Coachee and prompt or guide as they nut out their course.

You do need to prepare as a Coach regardless if the sessions are informal or formal. You must be familiar with the individual’s needs and wants and where they are up to in their journey and keep track of their progress.

There are many articles and books about Coaching. Many will tell you that a Coach will not impart any advice or guidance when coaching – it must all come from the Coachee. This is not strictly true. A Coach needs to be empathic and provide examples, personal stories and suggestions to help the Coachee realise the possible opportunities that lay in front of them.

MENTORING:

A Mentor is an expert in their field. They are considered by those around them to have had success in their field and proven skills and knowledge.  

The Mentored usually seeks out a Mentor – someone who they can ask questions and learn from. The Mentored is motivated to learn from the Mentor, which then aids in their development and growth. Similarly with Training, the Mentor is sharing knowledge and experience but also offers advice, guidance, suggestions, shares lessons learned. They can help develop plans and courses of action for the Mentored.

The control of content and process shifts in a mentoring relationship. The Mentored will ask specific questions that relate to their own circumstance and the Mentor will give advice and guidance based on their observations of the Mentored. It is a paternalistic relationship.

Mentoring is usually conducted one to one and tends to operate without a specific outcome or goal (however, this might change over time).

With all of the above functions, they need to be agreed relationships. If someone does not want to be trained, it will be difficult for the Trainer to ensure the information is retained and used. If someone does not want to be mentored, it can be suffocating and patronizing to the person to have a Mentor forced upon them.  

As a Manager, you need to take your own personal goals and ego out of the equation. This is all about aiding and abetting the development of your team, not about showing your team your levels of knowledge and expertise. Take the time out to assess what your team needs, how best to assist in their development, if they want more and what does the business need.

All three processes can be interlinked and many of the techniques and skills cross over. The big win will come with honesty, open communication, focused intention and overall, wanting the best for the individual, the team and the business. 

MIND MAPPING

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MIND MAP - the birth of Agents of Innovation. Such a great tool to empty your head of all your ideas.

Putting all the ideas together to breath life into Agents of Innovation. I have always found using mind maps on big pieces of paper with lots of coloured pens the most helpful to get all my ideas out in one hit. 
Mind Maps clear my head and helps me explore some of those tangents that niggle in the back of my mind. 
This particular Mind Map has been very helpful and hence the start of Agents of Innovation!!