HR_VLZ_November_2014_Mentoring & coaching_for_leadership_development

Mentoring & Coaching for
Leadership Development
Sakaar Anand
Vice President, HR
CA Technologies, India
November 22, 2014

Why Mentoring and/or coaching?
to enhance the knowledge, skills, and
abilities of individuals

Need for Mentoring/Coaching
 Skills development at all levels
 Creation of a leadership pipeline
 Employee Engagement
– Retention of employees at all levels
– Increased business performance

Key benefits Mentoring/Coaching
 Increased communication of corporate values
 Decreased learning curves for informal systems (the way things
are really done around here)
 Greater sense of belonging right away (for new employees)

How - Mentoring/Coaching
 Being a role model—literally displaying the specific actions and
behaviors that are role specific
 Consulting—sharing information about the industry, company
or business unit that mentor believes is relevant to mentee
 Brokering—making introductions to powerful, influential, and
otherwise useful individuals in the industry or organization
 Advocating—for mentee’s work assignments or career
development to support the mentee's growth and
development

What - Mentoring/Coaching
 Be clear about big picture career goals
 Identify and develop leadership qualities
 Develop sound structures and accountability to accomplish the
important long-term development goals (vs. the urgent
performance ones)
 Understand their own value and needs
 Leverage their best qualities and talents

Understanding the difference
Differentiators Mentoring Coaching
Orientation Relationship oriented Task oriented
Initiation By the Mentee By the Organization
Time scale Long term Short-term
Drive Development driven Performance driven
Relationship Immediate Manager –
indirectly involved
Immediate Manager - critical
partner
Parameters Very Broad Well Defined
Returns Affirmation/Learning Performance/Results
Motivator Perceived Value Position

When - Coaching
 To develop specific competencies using performance management tools and
involving the immediate manager
 Having multiple talented employees who are not meeting expectations
 While introducing a new system or program
 Having a small group of individuals (5-8) in need of increased competency in specific
areas
 For leaders/executives to acquire new skill as an additional responsibility

When - Mentoring
 For company’s succession planning
 Removing barriers hindering success
 Complete development to acquire specific skills/competencies
 To retain internal expertise and experience residing in its baby boomer employees
for future generations
 To create a workforce that balances the professional and the persona

How many of you are
mentors/coaches in your
personal/professional
lives?

Case study 1
A senior member of a renowned consultancy firm was
unlikely to make it to partnership level because as per his
colleagues he lacked “sparkle.” He was a very competent
& able individual who found it difficult to understand
what the issue was. He was a very direct & open person
who expected the facts to speak for themselves - he did
not see any reason to sell either his ideas or himself
internally to colleagues as he felt that they ‘would surely
see the point. Consequently, both he & his successes with
clients were overlooked.

Case study 1
Transformational leadership

Case study 2
Mr. Varma was a senior financial services executive and
his competitive edge grew over a long period of time.
When he first started work he followed the pack, worked
hard, supported his boss & waited for promotions. He
developed his strengths at work patiently. He never
seemed to be the one to get the next ‘best’ job going.
No matter how successful he was at meeting & exceeding
the ‘scorecard’ - someone else got the promotion.

Case study 2
Positive assertive behaviors

Case study 3
For a broadcasting organization, a new technical lead,
Shilpa was recruited to improve the organization’s range
of internal services. The culture of the organization was
more aggressive and confrontational than she was used
to. Her direct-reports were challenging some of her
decisions & complaining about her lack of creativity,
attitude, & interference.
Her boss was getting dragged into the issues and was
frustrated that she wasn’t leading her team effectively.

Case study 3
Change conflict into cooperation

A culture of mentoring and coaching
Phase 3 – Sustain:
Maintain and
flourish
Phase 2 – Learn & apply: Grow
coaching capabilities
Phase 1 – Plan: Create awareness and
engagement
Phase 1 – Identify key stakeholders and
understand what coaching is.
Phase 2 – Learn and apply the process. Should be a
teachable, repeatable, and scalable model.
Phase 3 – Make coaching culture, long term
success by integrating into talent management and
other development initiatives.

Conclusion
Coaching and
Mentoring thrives in a
culture of Openness
and Trust

Call to action
 Make yourself available as a mentor
 Reverse mentoring
 Check with your senior executives if they want to coach you

Questions?

HR_VLZ_November_2014_Mentoring & coaching_for_leadership_development

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