Key Points. The volunteer inventory defines several reasons why you might volunteer to be a mentor. In the text field below try to identify examples for yourself that match the various functions of volunteering. Reflecting on and identifying your reasons now will help you maintain your focus throughout your time as a mentor. Come back and review what you have listed when you need a reminder of why you choose to volunteer as a youth mentor.
Mentoring goals are often much broader, and the ownership of goal setting often rests with the mentee. As mentoring goals can be less clearly defined, challenge and feedback surrounding these goals can be less impactful coming from a mentor with no formal coaching training.
External and professionally trained coaches will often be the most impactful solution for coachees. These coaches create a safe, yet challenging environment within which coachees can work to understand their own motivation and behaviours, and identify strengths and opportunities for growth alongside their coach.
Finding the right coach is critical to the success of the coaching program. Trevor-Roberts ensures this by beginning each coaching program with a chemistry check - a meeting between coachee and potential coach that ensures that they are a good match and have the potential to develop a strong relationship.
This meeting sits outside the coaching sessions it is not counted towards the hours of the program , and can be repeated as necessary until the coachee finds the right coach for them. A good coach will build a robust relationship with their coachee, and will take several measures to ensure the continued success of the relationship. Coaches will establish a regular schedule of meetings, either face to face or phone, and will hold their coachee accountable to the schedule.
A successful coach will make explicit to their coachee the extent of their personal commitment to the coaching program, and the success of the coachee in reaching their goals. Confidentiality is a big part of a successful and impactful coaching relationship.
A coachee must feel as though they can be open and honest with their coach, and that any information shared within the coaching relationship will not be shared outside of it.
Trusting that their coach is not providing any sensitive information back to their organisation when reporting allows a coachee to talk openly and honestly with their coach. A good coach will be upfront about discussing and agreeing on program confidentiality with their coachee, as well as disclosing their reporting obligations to the sponsoring organisation.
A coach ensures the success of the coaching relationship by providing honest and constructive feedback. The integrity of the coaching relationship is dependent upon the coachee trusting that the feedback and advice they receive from their coach comes from an authentic, truthful place. A good coach will carefully consider the feedback they give their coachee, ensuring that it is contextually relevant, and will help their coachee to enact changes based on the feedback. Mentoring relationships can be created either formally or informally, and mentoring is often an unpaid exercise.
Unlike coaching, mentoring typically has less explicit expectations of commitment from mentor and mentee, and meetings can be less frequent and regular than coaching meetings. More specifically, both are:. To learn more about talent development options, starting, or simplifying a development program, book a meeting with our team here.
Judy Corner. Judy is the Director of Consulting and Mentoring at Insala. She has over 30 years of experience providing customized human resources consulting services to medium to large organizations across a variety of industries. In the area of mentoring, Judy has designed and delivered workshops, training, and a complete mentoring methodology. Her thought leadership articles have been published in journals such as The Diversity Journal and Industrial and Commercial Training and she has spoken at many conferences throughout her career.
All rights reserved. Accessibility Privacy Policy. Request Demo. July 15, Share:. The key difference between the two is the dynamic between the learner such as a mentee and the instructor such as a mentor or coach. Conversely, you could easily call a coach a teacher without much confusion. To get a top-level view of mentoring vs. Understanding the differences and similarities, she believes, is incredibly important to ensure that programs are designed with the desired outcomes in mind and to ensure that those outcomes are met and are measurable.
Labin delivers several pointed definitions that may help:. In effect, you can coach without mentoring, and you can mentor without coaching, but for the best results, a good learning or training program needs to have both. Again, whether the mentors and coaches are the same people, and whether the coaching and mentoring occur concurrently depends on how you structure your organization's talent development program.
In a coaching relationship, the learner is typically instructed step-by-step what to do. Conversely, in mentoring relationships, mentees are often tasked with setting their own goals, while mentors help guide them toward meeting those goals. Her coaching program was detailed and elaborate, focusing on current and projected skills gaps and implementing training regimes to help hone her skills.
The same can be true of mentoring, but not always.
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