There are no agreed, worldwide definitions that distinguish mentoring from coaching but here are five differentiators we think are important and define how New Zealand organisations are using these terms.
Differentiator #1:
Coaching is goal oriented. The focus is on specific goals or the development of competencies, such as managing more effectively, speaking more articulately or developing technical skills and knowledge. The term has been borrowed from the sports sector so it also attends to the ‘inner game’ of work - attitudes, motivation, confidence and learning from experience.
Mentoring is relationship oriented. It seeks to provide a safe environment where the mentee can share whatever issues affect his or her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things such as work/life balance, self-confidence, self-perception, and how the personal impacts on the professional.
Differentiator #1:
Coaching is goal oriented. The focus is on specific goals or the development of competencies, such as managing more effectively, speaking more articulately or developing technical skills and knowledge. The term has been borrowed from the sports sector so it also attends to the ‘inner game’ of work - attitudes, motivation, confidence and learning from experience.
Mentoring is relationship oriented. It seeks to provide a safe environment where the mentee can share whatever issues affect his or her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things such as work/life balance, self-confidence, self-perception, and how the personal impacts on the professional.
Differentiator #2:
Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed, depending on the goals of the coaching partnership.
Mentoring is often long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust - an environment where the mentee feels secure in sharing the real issues that impact his or her success. Successful mentoring relationships usually last anywhere from 6 months to a year or even longer.
Differentiator #3:
Coaching is performance driven. The purpose of coaching is to improve the individual's performance in their role. This can involve enhancing current skills and capabilities or acquiring new ones. Once the coachee successfully achieves their goals, the coach is no longer needed.
Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for future roles. This distinction differentiates the role of the immediate manager and that of the mentor. It also reduces the possibility of creating conflict between the employee's manager and the mentor.
Differentiator #4:
The agenda for coaching is often set by the organisation. Coaching is often initiated because the organisation has identified or endorsed a specific professional development need for an individual.
Mentoring is usually voluntary (on both sides) and sought out when an individual identifies a development need for themselves. The mentee is the primary beneficiary of the process and their needs dictate the length, focus, and agenda for the mentoring. An individual could change career, role or employment status as a result of a mentoring process and this would still be considered a positive outcome.
Differentiator # 5:
The coachee's immediate manager is a critical partner in coaching. She or he is a stakeholder in the coaching process and is often involved in contracting for the coaching outcomes.
In mentoring, the immediate manager is indirectly involved. Although she or he may offer suggestions to the employee on how to best use the mentoring experience, the manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the integrity of the process.
Aly McNicoll
NZ Coaching & Mentoring Centre
Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed, depending on the goals of the coaching partnership.
Mentoring is often long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust - an environment where the mentee feels secure in sharing the real issues that impact his or her success. Successful mentoring relationships usually last anywhere from 6 months to a year or even longer.
Differentiator #3:
Coaching is performance driven. The purpose of coaching is to improve the individual's performance in their role. This can involve enhancing current skills and capabilities or acquiring new ones. Once the coachee successfully achieves their goals, the coach is no longer needed.
Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for future roles. This distinction differentiates the role of the immediate manager and that of the mentor. It also reduces the possibility of creating conflict between the employee's manager and the mentor.
Differentiator #4:
The agenda for coaching is often set by the organisation. Coaching is often initiated because the organisation has identified or endorsed a specific professional development need for an individual.
Mentoring is usually voluntary (on both sides) and sought out when an individual identifies a development need for themselves. The mentee is the primary beneficiary of the process and their needs dictate the length, focus, and agenda for the mentoring. An individual could change career, role or employment status as a result of a mentoring process and this would still be considered a positive outcome.
Differentiator # 5:
The coachee's immediate manager is a critical partner in coaching. She or he is a stakeholder in the coaching process and is often involved in contracting for the coaching outcomes.
In mentoring, the immediate manager is indirectly involved. Although she or he may offer suggestions to the employee on how to best use the mentoring experience, the manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the integrity of the process.
Aly McNicoll
NZ Coaching & Mentoring Centre
