The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something., Franklin D. Roosevelt
I'm a Product Development Leader at Ericsson. Ideas and thoughts expressed in this blog are my own personal views and not an endorsement by Ericsson.
Wednesday, 4 March 2015
Coaching v Mentoring v Leading
Helping another person or team or group to attain
higher performance or arrive at a solution. The coach will engage the coached
in a process that helps them discover and arrive at their own solution. The
coach may or may not have actual expertise in the area, it's the disciplined
process that the coach brings to the table. A big aspect of coaching is that
the coached gives the coach permission to coach them. The coach is a
"servant" to the coached. The coached chooses their coach.
This is where one party, who has some mastery or
skill or experience, helps another party acquire these skills and experience.
Normally this is done in a one on one situation and using informal means of
teaching for example pairing and peer reviewing and general communication
during day to day work. The mentor pushes their knowledge on the mentored.
Often the mentor is assigned; the mentored has no choice in the matter.
When a person engages, convinces and motivates
others to follow them. It is a factor of Vision, Trust and Respect. Vision:
where we will get to? The vision attracts people to engage. Trust: People
don't have to be micro-managed or instructed how to attain the
vision. Respect: people are empowered to do what it takes to realize the
vision. Leading should be a push relationship, but the leader needs to create
the environment where followers are willing recipients. There are many bosses
and managers who are not leaders. They have employees, not followers.