I lead workshops on mentoring as part of my role as an Academic Practice lecturer. All those trying to obtain Fellowship of the Higher Education Academy, whether that be through the PgCap or Open portfolio route are required to have a mentor. We recommend that all the mentors who take on this important and rewarding role come to one of the workshops.
I am also training to become a coach so I can become part of the University’s coaching community. Despite making it clear to my ‘clients’ that I am a coach, not a mentor, and therefore cannot give advice - there is still occasionally some confusion. And sometimes frustration too when I won’t tell people what to do.
There are some similarities which often leads to the two words being used interchangeably. However, there are some key differences which show that they shouldn’t. So what are these?
Firstly, definitions:
Coaching is a process which ‘works on improving the performance and wellbeing of an individual or group through setting goals, exploring values and beliefs, and facilitating… plans of action’. Within the wider organisational context this would involve a conversation based around workplace goals and objectives, with the support of the coachee’s line manager.
Mentoring is a process where people ‘impart their own experience, learning and advice to those who are newer to a particular field’. Within the wider organisational context this is a professional development activity which supports the development and learning of the mentee by providing advice and guidance from more experienced colleagues.
For example, mentees can find out information about other departments and discover tips for coping with returning from long-term sick, carer’s or parental leave. With regards to Academic Practice, the mentor would observe their teaching and help them locate and understand discipline specific pedagogic literature.
Some key similarities:
- Coaching and mentoring are both about the development of the individual - this could be their performance at work or their well-being overall.
- They both usually feature 1-1 relationships. Group coaching can occur but is less common due to confidentially.
- Both involve communication skills and body language. The ability to listen and demonstrate listening are key to both coaching and mentoring so the individual being coached or mentored feels able to talk freely.
- Both require trust and confidentiality is expected. Trust is fundamental to creating a rapport between those involved.
- Both can enhance performance. An individual can explore ideas within a safe space with their coach or receive advice from their mentor - both of which, if put into practice, will lead to progress.
Some key differences:
- Time. They can differ in the amount of time they take. Coaching is solution-focussed with the duration and number of sessions being agreed at the start of the process. Mentoring is a much more fluid process and a relationship can last years as opposed to the weeks or months more common in coaching.
- Process. A mentor will provide advice and solutions to their mentee, based on their experiences. A coach will not do this. They will help the coachee to explore ideas and uncover their own answers. This is based on the belief the coachee is more likely to take responsibility and ownership of their choices if they have come up with them.
- Job relevance and seniority. A mentor’s experience may be very relevant to the mentee as this is what the advice given will be based on. As the coach is not giving advice and is a neutral force, their own experience of the coachee’s work is less relevant and, in some cases, could cloud the process.
- Trust. While this is also mentioned as a similarity, the types of trust may differ. There is the added trust the client has of their coach that they know how to coach effectively and will lead the process in an ethical, sensitive and challenging manner.
In summary,
While there are a number of key similarities between the coaching and mentoring, I think it is important to maintain a distinction so as not to confuse clients. This can also avoid potentially upsetting them when they realise their expectations aren’t going to be met. Clear communication at the beginning of any arrangement is crucial. I also like to send people I am arranging to coach a link to this article by Blaire Palmer on How to be coached.
Related posts:
Over to you. Those of you who coach do you find similar problems? How do you approach them?
Quotes from Wilson, C (2014) Performance Coaching,
Quotes from Wilson, C (2014) Performance Coaching,
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