Coaching and Mentoring by Roger Pask, Barrie Joy

By Roger Pask, Barrie Joy

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But among the better results was one senior person who was shocked by the 360-degree evaluation – it didn’t match his perception of his performance. Based on the coaching, he became a better manager. ‘‘His team is much more respectful of him,’’ according to Friedman. The increase in coaching – internal and external – has a variety of causes. » Gap between senior executives and operational personnel due to downsizing of mid-ranks. There is a need to create a new group of future leaders and/or prepare new hires for jobs they are not fully prepared to handle.

Beyond these special meetings, once a month face to face, via e-mail, or on the telephone should be sufficient. » How many mentors should you encourage employees to have? While mentors shouldn’t commit to more than two prot´eg´es, a mentee can actually build his or her own network of mentors to help in various areas. As companies have jumped on the bandwagon in implementing formal programs, there has been concern raised about programs that force pairing. Tom Brown, writing in Industry Week,1 raised the question whether forced pairings violated the spirit of mentoring.

In this chapter, we will describe some corporate coaching and mentoring initiatives, including those at: » » » » » » » Sara Lee; AT&T; General Electric; NCR; Winthrop Pharmaceuticals; the World Bank; and Saturn. Any discussion of corporate mentoring and coaching programs should be preceded, however, by a discussion of a broader application of mentoring and coaching throughout the world. I am referring to its application in worldwide programs like The Big Brothers, Big Sisters Program and The Grandparents Project in which adults serve as advisers and friends to young people.

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