126and not just verbal instruction. It’s “hands-on” instruction. It’s
doing the task together. You lead by example, demonstrating
additional ways for success. Mentors dig deeper, are more
involved in the whole person.
This approach is separate from coaching and counseling. One
reason is that every team follows what its coach “models.” A
coach or a counselor is change-oriented while a mentor is growth-
oriented; the orientation here moves from certain behaviors or
skills to overall job and life performance. You mentor by advice,
by your wisdom. You mentor through stories of what others have
done in situations similar to the associate’s. You mentor by leading
her to other mentors, other situations to learn from, other resources
from which to gain insights. Certainly as a mentor, your values
and walking your talk are important. A mentor doesn’t, however,
have to be the top performer herself; she has to be top performing.
Besides instructing and leading by example and wisdom, your
other task as a mentor is to develop new abilities and interests in
the people you work with. You’ll help people develop new skills
and outlooks ... help them do things they never knew they could
do. You’ll teach people how to understand and use potential to
their fullest.
There are many opportunities for mentoring.- When an associate receives a promotion or
new responsibilities - After a success
- When the associate wants more than successes
or promotions - When things occur which challenge her dreams
or course of action
Whenever you take an employee under your wing, the
employee gets a head start for advancement and will acquire more
know-how about the work, the organization and the tricks of the
trade. Everything from office politics to the ins and outs of
networking will make sense. This unique relationship, different
from the other approaches in the StaffCoach™ Model, benefits
both you and your people.
Coaching, Mentoring and Managing4
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