The Role of a Leader as Coach and Mentor

Role of a Leader
To create a clear understanding of the current

reality To help develop a shared vision of a more desirable future situation To create the belief that there is a viable path from the former to the latter To create an environment in which people are motivated to embark on the journey to that future

Responsibilities of a leader
To help the organization remove or overcome

obstacles on the journey

To assure that the resources needed for the journey

are available
To provide encouragement, honest feedback, and

continued support during the journey

To take part in the journey

The Success Factors

Mentor Know Yourself and Others
Facilitator Dealing with Others Manager Working with Others

Producer Providing Quality Services

Director Getting Things Done Visionary Seeing the Big Picture Entrepreneur Contributing to Organizational Success

LGL COMPETENCY MODEL

Mentor

Broker

Facilitator

Entrepreneur

Local Government Leadership

Manager

Visionary

Producer

Director

Role of a Coach
Teach
Motivate Encourage

Show how to.

Develop people Celebrate success

Role of a Mentor
Guide
Counsel Role model Advise / Champion

(Motivate performance)
(Listen,advise,feedback) (Lead by example)

Transfer knowledge (Share your know how)

(Develop career)

Coaching & Mentoring

Teach
Motivate Encourage

Guide
Counsel Role model

Show how to.

Develop people Celebrate success

Transfer knowledge
Advise / Champion

Definition of Mentoring
A partnership
A process of building workplace relationships

to develop individualsin their personal and professional pursuits.

The Mentee (associate, protg)

Participates on voluntary basis
Seeks your guidance Is part of an overall training and leadership

development program Is part of a formal mentoring program Mutual commitment on expectations

Mentoring Relationship - What do the parties discuss?

Skill development Organizational issues / politics (p) Career planning Coping with new or difficult situations Leadership and ethical decision-making Problem solving

Expectations of the leader

Create a structure for the relationship
Communicate willingness to help Help even if outside your area of expertise

Reach out to your mentorship partner

Be honest and provide feedback in a positive

way

Mentorship relationship
Formal relationship
Set up mutual objectives Face to face meetings at least once a month

Be in contact at least 2-4 hours a month

Exercise # 1:
What do mentees want from their mentors?
Encouragement
Support Honesty Candid information / advice Big picture view Guidance Honest appraisal of their abilities Assistance in making good choices Benefit on mentors experiences Idea stimulation

Communication Style
Relater (relationships,open, considered decisions)
Thinker (credibility,deliberate with decisions) Dominant (control, like success, decisive)

Socializers (flexible, open, spontaneous)

Others

Giving Feedback
Timely
Specific Focused on behaviour, not on the person

Focused on observations, not inferences

Based on fact, not judgement or opinion. Communicated in terms of individual needs /

styles

Exercise # 2:
How does a mentor benefit?
Career advancement
Information gathering Personal satisfaction

Sharpened interpersonal skills

Recognition from the organization Expanded professional contacts

Negative feedback should be

Delivered in a way that maintains an

individuals self-esteem.
Stated along with the expression of a desired

alternative, stated in precise, behavioural terms

Exercise # 3:
Feedback Exercise
Effective feedback is
Timely Specific

Focused

on behaviour, not the person Focused on observations, not inferences Based on fact, not judgement or opinion Communicated in terms of individual needs/styles

Problem Solving

1. Define the Problem 2. Discuss Alternatives

3. Reach Agreement
4. Follow-Up 5. Recognize Achievement

Management Vs. Mentoring

Assigns goals
Defines roles Writes procedures Controls behaviour Evaluates performance Directs actions Relies on positional

Develops a plan
Lets roles evolve Procedures evolve Emphasizes quality as

power (extrinsic)

a way of life Focuses on ways to improve processes Collaborates Increases initiative and internal motivation

Mentoring Programs
Clearly defined program goals
Endorsement by senior leadership Part of overall training & development

Participation on voluntary basis

Pairing based on preferred volunteer mentors

/ associates Mutual commitment on expectations Confidentiality

Who is benefiting?
Benefit to the mentee
Benefit to the mentor Benefit to the organization

Exercise # 4:
How does the Organization benefit?
Knowledge transfer
Motivated employees Succession planning

Getting your message / vision out

Senior staff feel valued Improved communications Networking

Learning Style
Preferences for the way you work with

information
Visual

preference Aural preference Reading & Writing preference Kinesthetic preference

# 1 2

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B A A

C R R

D V K

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A V R A K A V R R A

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15 16

K
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Exercise # 5:
Learning Plan
Pick a partner Topic for discussion: Personal Development Take turns being a mentor / mentee Set one learning objective

Summary
The role of a leader as a motivator
The leader as a coach who teaches,

develops people and provides feedback in a timely and respectful manner The leader as a mentor who guides, counsels people and is a role model An evaluation tool to understand peoples learning styles Simple learning plan

Thank you!

Feedback ? Questions?