Hello everybody, Friends can you please guide me as to what is the difference between COUNSELLING & MENTORING. Regards, ANAND
From India, New Delhi
From India, New Delhi
Hi!
Counselling : Counselling is done to the person who is little confused or does not know what to do, so some ideas is being given in order he should not lose himself.
Mentoring : suppose a person is capable to do many things, so u would mentor / coach that person to bring out his abilities, and make him a person who can represent u on ur behalf.
Regards,
Jennifer Isaac
From India, Mumbai
4Counselling : Counselling is done to the person who is little confused or does not know what to do, so some ideas is being given in order he should not lose himself.
Mentoring : suppose a person is capable to do many things, so u would mentor / coach that person to bring out his abilities, and make him a person who can represent u on ur behalf.
Regards,
Jennifer Isaac
From India, Mumbai
Hi Anand
Differences between mentoring and coaching
Mentoring
Ongoing relationship that can last for a long period of time
Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support
More long-term and takes a broader view of the person
Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities
Focus is on career and personal development
Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
Mentoring resolves more around developing the mentee professional
Coaching
Relationship generally has a set duration
Generally more structured in nature and meetings are scheduled on a regular basis
Short-term (sometimes time-bounded) and focused on specific development areas/issues
Coaching is generally not performed on the basis that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused
Focus is generally on development/issues at work
The agenda is focused on achieving specific, immediate goals
Coaching revolves more around specific development areas/iss
Counselling, is a highly skilled intervention focused on helping individuals address underlying psychological problems.
regards
arun k mishra
From India, Bahadurgarh
Differences between mentoring and coaching
Mentoring
Ongoing relationship that can last for a long period of time
Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support
More long-term and takes a broader view of the person
Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities
Focus is on career and personal development
Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
Mentoring resolves more around developing the mentee professional
Coaching
Relationship generally has a set duration
Generally more structured in nature and meetings are scheduled on a regular basis
Short-term (sometimes time-bounded) and focused on specific development areas/issues
Coaching is generally not performed on the basis that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused
Focus is generally on development/issues at work
The agenda is focused on achieving specific, immediate goals
Coaching revolves more around specific development areas/iss
Counselling, is a highly skilled intervention focused on helping individuals address underlying psychological problems.
regards
arun k mishra
From India, Bahadurgarh
Coaching: helping another person to improve awareness, to set and achieve goals in order to improve a particular behavioural performance
Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’
From India, Bahadurgarh
Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’
From India, Bahadurgarh
Hi Anand
Counselling: helping an individual to improve performance by resolving situations from the past.
Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’
Counselling
Broader focus and greater depth
Goal is to help people understand the root causes of long-standing performance problems/issues at work
A short-term intervention, but can last for longer time periods due to the breadth of issues to be addressed
Counselling can be used to address psycho-social as well as performance issues
The agenda is generally agreed by the individuals and the counsellor
Other stakeholders are rarely involved
Mentoring
Ongoing relationship that can last for a long period of time
Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support
More long-term and takes a broader view of the person
Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities
Focus is on career and personal development
Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
Mentoring resolves more around developing the mentee professional
Regards
Arun K Mishra
From India, Bahadurgarh
Counselling: helping an individual to improve performance by resolving situations from the past.
Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’
Counselling
Broader focus and greater depth
Goal is to help people understand the root causes of long-standing performance problems/issues at work
A short-term intervention, but can last for longer time periods due to the breadth of issues to be addressed
Counselling can be used to address psycho-social as well as performance issues
The agenda is generally agreed by the individuals and the counsellor
Other stakeholders are rarely involved
Mentoring
Ongoing relationship that can last for a long period of time
Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support
More long-term and takes a broader view of the person
Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities
Focus is on career and personal development
Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
Mentoring resolves more around developing the mentee professional
Regards
Arun K Mishra
From India, Bahadurgarh
Hi Anand,
Here is some information which I would like to share with you,
WHAT IS MENTORING ?
In general, mentors are usually more experienced, are frequently more senior than the learner and provide support, encouragement and guidance
Mentoring is not only a valuable modern business tool but is also an age-old tradition, valued by countless generations. In recent times, the mentoring tradition has been followed through craft apprenticeships and modern – day “buddy� arrangements.
MENTORING DEFINED
“Off – line help by one person to another in making significant transitions in knowledge, work or thinking�
Clutterbuck & Megginson, 1995
“A mentor is that person who achieves a one to one developmental relationship with a learner; and one whom the learner identifies as having enabled personal growth to take place�
Bennetts, 1994
What can mentoring achieve?
Organizations of every size and type use mentoring, according to Amanda Rockhill of the Mentor Exchange. Mentoring can be found, for example, in the BBC, the Royal Mail, Shell, GP surgeries, hospital management, colleges, universities and small and medium sized enterprises (SMEs)
Mentoring is widely used to:
-Help new employees acclimatize to the working environment;
-Facilitate better communication between different functions of management tiers;
-Promote and support changes in the culture of an organization;
-Provide support and a safety valve for rapidly changing environments and the use of new technologies.
WHAT DO MENTORS DO?
Mentors perform roles in four key categories : -
-Coach e.g. for showing how to carry out a task or activity
-Facilitate e.g. by creating opportunities for learners to use new skills
-Counsel e.g. by helping learners explore the consequences of potential decisions.
-Network e.g. by referring learners to others when the mentor’s experience is insufficient.
She or he may achieve these in a variety of ways, for example by challenging the learner’s assumptions, encouraging the learner to explore new ideas and different ways of thinking, by setting “development� tasks for the learner and simply by sharing a different view of the matter under discussion.
Mentors use a variety of approaches, such as challenging learners’ assumptions, encouraging learners to explore new ideas and different ways of thinking, setting ‘development’ tasks for them and simply sharing different views with the learners.
WHY HAVE A MENTOR?
Think back to a time when you had to make a difficult decision or do something you didn’t feel ready to attempt. You may have been fortunate enough to have someone who supported you and helped you to resolve the situation in your own way. If not, imagine the difference it would have made to have talked it through with someone you respected. They may have tested some of your assumptions or helped you see the matter from a different perspective.
WHO CAN BE A MENTOR?
Usually, the mentor will be more senior than the learner and have no line responsibility for the learner. Your mentor should not also be your manager. Mentors do not have to be management gurus. However, they should be interested in developing themselves and others and should be someone you respect and can confide in.
MENTOR CHARACTERISTICS AND ATTITUDES
It is true that a mentor should be able to relate to your background and experience, but do not exclude others who may be better “people developers�. Remember, a mentor needs to be able to view problems differently from you. This may be easier for someone whose assumptions differ from yours.
Attributes of potential mentors:
-Someone who can respect other people’s views of the world and work with them.
-Someone who believes that you have the necessary potential to succeed.
-Someone who is not afraid to take risks and do things differently, but will be supportive and will always allow you to take responsibility for your decisions.
Potential mentors should also be committed to their own development and fulfill logistic requirements. For example, they should have enough time to mentor you and be close enough geographically to meet face – to – face.
COACHING
What is Coaching?
In general, coach’s are usually more experienced, are frequently more senior than the learner and provide support, encouragement and guidance
Coaching is not only a valuable modern business tool but is also an age-old tradition, valued by countless generations. In recent times, the Coaching tradition has been followed through craft apprenticeships and modern – day “buddy� arrangements.
Coaching Defined
“Online help by one person to another in making significant transitions in knowledge, work or thinking�
Clutterbuck & Megginson, 1995
“A coach is that person who achieves a one to one developmental relationship with a learner; and one whom the learner identifies as having enabled personal growth to take place�
Bennetts, 1994
What can coaching achieve?
Organizations of every size and type use coaching, according to Amanda Rockhill of the Coach Exchange. coaching can be found, for example, in the BBC, the Royal Mail, Shell, GP surgeries, hospital management, colleges, universities and small and medium sized enterprises (SMEs)
Coaching is widely used to:
-Help new employees acclimatize to the working environment;
-Facilitate better communication between different functions of management tiers;
-Provide support to isolated individuals – from women returners to board directors;
-Promote and support changes in the culture of an organization;
-Provide support and a safety valve for rapidly changing environments and the use of new technologies.
A Coach is different from a Teacher in the sense that the Coach has already been a player himself once and therefore can combine theoretical concepts with practical hands on experience and improvisation.
SOME IMPORTANT SKILLS REQUIRED TO BE A GOOD COACH ARE
a. Listening Ability
b. Knowledge Authority
c. Ability to give correct directions
d. Building trust amongst your followers
e. Feedback
f. Use - “Praise – Critique and Praise�
Regards,
Bino
Here is some information which I would like to share with you,
WHAT IS MENTORING ?
In general, mentors are usually more experienced, are frequently more senior than the learner and provide support, encouragement and guidance
Mentoring is not only a valuable modern business tool but is also an age-old tradition, valued by countless generations. In recent times, the mentoring tradition has been followed through craft apprenticeships and modern – day “buddy� arrangements.
MENTORING DEFINED
“Off – line help by one person to another in making significant transitions in knowledge, work or thinking�
Clutterbuck & Megginson, 1995
“A mentor is that person who achieves a one to one developmental relationship with a learner; and one whom the learner identifies as having enabled personal growth to take place�
Bennetts, 1994
What can mentoring achieve?
Organizations of every size and type use mentoring, according to Amanda Rockhill of the Mentor Exchange. Mentoring can be found, for example, in the BBC, the Royal Mail, Shell, GP surgeries, hospital management, colleges, universities and small and medium sized enterprises (SMEs)
Mentoring is widely used to:
-Help new employees acclimatize to the working environment;
-Facilitate better communication between different functions of management tiers;
-Promote and support changes in the culture of an organization;
-Provide support and a safety valve for rapidly changing environments and the use of new technologies.
WHAT DO MENTORS DO?
Mentors perform roles in four key categories : -
-Coach e.g. for showing how to carry out a task or activity
-Facilitate e.g. by creating opportunities for learners to use new skills
-Counsel e.g. by helping learners explore the consequences of potential decisions.
-Network e.g. by referring learners to others when the mentor’s experience is insufficient.
She or he may achieve these in a variety of ways, for example by challenging the learner’s assumptions, encouraging the learner to explore new ideas and different ways of thinking, by setting “development� tasks for the learner and simply by sharing a different view of the matter under discussion.
Mentors use a variety of approaches, such as challenging learners’ assumptions, encouraging learners to explore new ideas and different ways of thinking, setting ‘development’ tasks for them and simply sharing different views with the learners.
WHY HAVE A MENTOR?
Think back to a time when you had to make a difficult decision or do something you didn’t feel ready to attempt. You may have been fortunate enough to have someone who supported you and helped you to resolve the situation in your own way. If not, imagine the difference it would have made to have talked it through with someone you respected. They may have tested some of your assumptions or helped you see the matter from a different perspective.
WHO CAN BE A MENTOR?
Usually, the mentor will be more senior than the learner and have no line responsibility for the learner. Your mentor should not also be your manager. Mentors do not have to be management gurus. However, they should be interested in developing themselves and others and should be someone you respect and can confide in.
MENTOR CHARACTERISTICS AND ATTITUDES
It is true that a mentor should be able to relate to your background and experience, but do not exclude others who may be better “people developers�. Remember, a mentor needs to be able to view problems differently from you. This may be easier for someone whose assumptions differ from yours.
Attributes of potential mentors:
-Someone who can respect other people’s views of the world and work with them.
-Someone who believes that you have the necessary potential to succeed.
-Someone who is not afraid to take risks and do things differently, but will be supportive and will always allow you to take responsibility for your decisions.
Potential mentors should also be committed to their own development and fulfill logistic requirements. For example, they should have enough time to mentor you and be close enough geographically to meet face – to – face.
COACHING
What is Coaching?
In general, coach’s are usually more experienced, are frequently more senior than the learner and provide support, encouragement and guidance
Coaching is not only a valuable modern business tool but is also an age-old tradition, valued by countless generations. In recent times, the Coaching tradition has been followed through craft apprenticeships and modern – day “buddy� arrangements.
Coaching Defined
“Online help by one person to another in making significant transitions in knowledge, work or thinking�
Clutterbuck & Megginson, 1995
“A coach is that person who achieves a one to one developmental relationship with a learner; and one whom the learner identifies as having enabled personal growth to take place�
Bennetts, 1994
What can coaching achieve?
Organizations of every size and type use coaching, according to Amanda Rockhill of the Coach Exchange. coaching can be found, for example, in the BBC, the Royal Mail, Shell, GP surgeries, hospital management, colleges, universities and small and medium sized enterprises (SMEs)
Coaching is widely used to:
-Help new employees acclimatize to the working environment;
-Facilitate better communication between different functions of management tiers;
-Provide support to isolated individuals – from women returners to board directors;
-Promote and support changes in the culture of an organization;
-Provide support and a safety valve for rapidly changing environments and the use of new technologies.
A Coach is different from a Teacher in the sense that the Coach has already been a player himself once and therefore can combine theoretical concepts with practical hands on experience and improvisation.
SOME IMPORTANT SKILLS REQUIRED TO BE A GOOD COACH ARE
a. Listening Ability
b. Knowledge Authority
c. Ability to give correct directions
d. Building trust amongst your followers
e. Feedback
f. Use - “Praise – Critique and Praise�
Regards,
Bino
What is Mentoring
Defining Mentoring
Mentoring is not a new phenomenon - The word 'mentor' comes from an ancient Greek Myth. Odysseus, a king and hero, set off for the Trojan Wars knowing he might not return for many years. Mentor was the wise helper and teacher Odysseus chose to guide the development of his son while he was away.
Today in most organisations, some form of mentoring is going on somewhere, formally or informally.
Mentoring is a process of creating a supporting relationship that has benefits for both parties. A mentor will guide and support a mentee, often gaining new insights into their own operating style. A mentee will benefit from the support of a colleague who brings with them a higher level of experience.
Forms of Mentoring
Mentoring can be formal in nature. For example, a mentoring program may be offered to participants as part of a leadership and management development program. This formalised approach to mentoring involves the selection, and matching of mentors with mentees, by the group who supports the program.
Program guidelines are then established for the mentor/mentees, as well as resources to help identify career goals. A formal mentoring program also offers support to participants, and on-going monitoring of the program ensures outcomes are achieved.
Informal mentoring has a less structured approach with the mentor relationship often developing in a more spontaneous way. However, the same mentoring process and principles (that underpin a formalised process) apply, providing the mentee with the opportunity to identify and develop plans to achieve career goals.
At present UNSW provides a mix of formal and informal mentoring programs.
Mentoring is NOT Counseling
Whilst there are many similarities between counselling and mentoring, such as exploring personal issues to increase self awareness and facilitating personal goal achievement, there are also distinct differences that a mentor needs to remain aware of in order to keep parties, the mentor and the mentee, safe. Mentors needs to work within their area of personal competence and refer to other professional parties when appropriate.
The key difference between counselling and mentoring is that mentors do not attempt to resolve deep underlying issues that are the drivers of low levels of motivation, low self esteem or poor performance. A mentor is primarily concerned with a more practical agenda such as assisting the mentee with setting goals, actioning plans and navigating barriers that exist in their immediate environment. It is important that mentors watch for signs and symptoms that a mentee may be in need of referral to a counsellor of psychologist. Effective mentors have the ability to assess when to approach this discussion with the mentee, and the ability to do so in a manner that is respectful, sensitive and empathic.
Benefits of Mentoring
Mentoring is widely recognised as a valuable personal and professional development strategy. Testimonials from staff in the tertiary sector also claim to have gained an enormous amount from an effective mentoring relationship.
Mentees at the University of Auckland report that mentoring is:
• "...a mixture of career advice...university structures, thinking about certain issues or directions...a sounding board."
• "...a creative way to energise me and develop my confidence."li>
• "...a safe place to get guidance."li>
• "...a great chance to reveal weaknesses and issues and get frank advice from someone 'in the know' but independent in terms of the department."
•
In the same paper, mentors say:
• "My main role has been as a sounding board, through the good times and the bad."
• "A lot of acting as devil's advocate
• "I learnt things about myself, I enjoyed the personal contact, being in contact with someone outside my department and helping someone."
• "Seeing someone else's ambitions and goals and reflecting upon one's own career and how you got where you are."
• "Being able to make a contribution...feeling useful and appreciated."
(Cited in Women's Group Mentoring Programs: Chit chat or effective professional development? West & McCorkmack, Centrelink and University of Canberra, Australia)
Key Benefits of Mentoring Are
For the mentee:
• Broadens your network
• Reduces isolation
• Increases self confidence
• Increases ability to perform your role
• Grows self awareness
• Clarifies career direction
• Progresses career goals
• Develops skill & knowledge
• Helps avoid making mistakes
• Develops organisational knowledge quicker
For the mentor:
• Develops leadership and mentoring skills
• Provides an opportunity to contribute and a sense of satisfaction
• Extends your networks
• Raises your profile
• Provides recognition of your skills and expertise
• It is a chance to critically reflect on your current practice
• Gains a broader perspective on UNSW issues
For UNSW:
• Facilitates a sense of community
• Provides the chance to make a difference to UNSW
• Increases staff understanding of the UNSW culture
• Leverages the strengths within the organisation
• Provides a practical mechanism to retain and grow great staff
• Improves communication across UNSW faculties and work units
• Enhances delivery of service through a more informed, confident and skilled staff
Roles of Effective Mentors and Mentees
Mentors:
• Listen
• Share lessons learnt and mistakes made
• Create a safe and confidential place
• Act as a sounding board
• Mentor and counsel
• Train and teach
• Challenge and nurture
• Open doors to new experiences and professional contacts
• Reflect and evaluate on the mentoring process on an ongoing basis
• Discourage dependency
• Work within their area of personal competence
• Have excellent self management skills
• Accept and enjoy differences in people
• Are non judgemental and maintain confidentiality
Mentees:
• Listen
• Take responsibility for their professional and personal development
• Sets goals and commit to an action plan
• Initiate meetings, respect time frames and act on decisions
• Reflect on what is learnt
• Seek feedback
• Participate with curiosity and enthusiasm
• Learn how to resolve their own problems
• Respect confidentiality
Difference between Coaching, mentoring and counselling
Coaching is sometimes confused with counselling, mentoring and management consulting. Although there are certain areas of overlap, coaching is not about giving advice. The coach is not a problem solver, a teacher, an adviser, or even an expert; he/she is a sounding board, a motivator, and awareness raiser. The philosopher Socrates likened it to being a midwife; a coach helps people give birth to their own good ideas so that they can grow in confidence and ability and mature into well rounded, and fulfilled individuals.
The key difference between coaching and counselling, is that coaching is about the now, and the future and the actions that need to be taken to get there. Counselling on the otherhand is about issues based in the past that are preventing a person moving on in their life. Counselling supports people in a time of turmoil and personal trauma.
Mentoring is used predominantly in business for career and board development . A mentor has senior experience and is usually someone whose been there, done it and got the T-shirt to prove it. They are there as a teacher, and are going to have a pool of answers for the mentee to draw on. Unlike the mentor, the coach doesn’t have to be an expert in the industry that he, or she is working in. A consultant is another form of adviser who helps diagnose problems in an organisation and helps implement solutions.
From India, Bahadurgarh
Defining Mentoring
Mentoring is not a new phenomenon - The word 'mentor' comes from an ancient Greek Myth. Odysseus, a king and hero, set off for the Trojan Wars knowing he might not return for many years. Mentor was the wise helper and teacher Odysseus chose to guide the development of his son while he was away.
Today in most organisations, some form of mentoring is going on somewhere, formally or informally.
Mentoring is a process of creating a supporting relationship that has benefits for both parties. A mentor will guide and support a mentee, often gaining new insights into their own operating style. A mentee will benefit from the support of a colleague who brings with them a higher level of experience.
Forms of Mentoring
Mentoring can be formal in nature. For example, a mentoring program may be offered to participants as part of a leadership and management development program. This formalised approach to mentoring involves the selection, and matching of mentors with mentees, by the group who supports the program.
Program guidelines are then established for the mentor/mentees, as well as resources to help identify career goals. A formal mentoring program also offers support to participants, and on-going monitoring of the program ensures outcomes are achieved.
Informal mentoring has a less structured approach with the mentor relationship often developing in a more spontaneous way. However, the same mentoring process and principles (that underpin a formalised process) apply, providing the mentee with the opportunity to identify and develop plans to achieve career goals.
At present UNSW provides a mix of formal and informal mentoring programs.
Mentoring is NOT Counseling
Whilst there are many similarities between counselling and mentoring, such as exploring personal issues to increase self awareness and facilitating personal goal achievement, there are also distinct differences that a mentor needs to remain aware of in order to keep parties, the mentor and the mentee, safe. Mentors needs to work within their area of personal competence and refer to other professional parties when appropriate.
The key difference between counselling and mentoring is that mentors do not attempt to resolve deep underlying issues that are the drivers of low levels of motivation, low self esteem or poor performance. A mentor is primarily concerned with a more practical agenda such as assisting the mentee with setting goals, actioning plans and navigating barriers that exist in their immediate environment. It is important that mentors watch for signs and symptoms that a mentee may be in need of referral to a counsellor of psychologist. Effective mentors have the ability to assess when to approach this discussion with the mentee, and the ability to do so in a manner that is respectful, sensitive and empathic.
Benefits of Mentoring
Mentoring is widely recognised as a valuable personal and professional development strategy. Testimonials from staff in the tertiary sector also claim to have gained an enormous amount from an effective mentoring relationship.
Mentees at the University of Auckland report that mentoring is:
• "...a mixture of career advice...university structures, thinking about certain issues or directions...a sounding board."
• "...a creative way to energise me and develop my confidence."li>
• "...a safe place to get guidance."li>
• "...a great chance to reveal weaknesses and issues and get frank advice from someone 'in the know' but independent in terms of the department."
•
In the same paper, mentors say:
• "My main role has been as a sounding board, through the good times and the bad."
• "A lot of acting as devil's advocate
• "I learnt things about myself, I enjoyed the personal contact, being in contact with someone outside my department and helping someone."
• "Seeing someone else's ambitions and goals and reflecting upon one's own career and how you got where you are."
• "Being able to make a contribution...feeling useful and appreciated."
(Cited in Women's Group Mentoring Programs: Chit chat or effective professional development? West & McCorkmack, Centrelink and University of Canberra, Australia)
Key Benefits of Mentoring Are
For the mentee:
• Broadens your network
• Reduces isolation
• Increases self confidence
• Increases ability to perform your role
• Grows self awareness
• Clarifies career direction
• Progresses career goals
• Develops skill & knowledge
• Helps avoid making mistakes
• Develops organisational knowledge quicker
For the mentor:
• Develops leadership and mentoring skills
• Provides an opportunity to contribute and a sense of satisfaction
• Extends your networks
• Raises your profile
• Provides recognition of your skills and expertise
• It is a chance to critically reflect on your current practice
• Gains a broader perspective on UNSW issues
For UNSW:
• Facilitates a sense of community
• Provides the chance to make a difference to UNSW
• Increases staff understanding of the UNSW culture
• Leverages the strengths within the organisation
• Provides a practical mechanism to retain and grow great staff
• Improves communication across UNSW faculties and work units
• Enhances delivery of service through a more informed, confident and skilled staff
Roles of Effective Mentors and Mentees
Mentors:
• Listen
• Share lessons learnt and mistakes made
• Create a safe and confidential place
• Act as a sounding board
• Mentor and counsel
• Train and teach
• Challenge and nurture
• Open doors to new experiences and professional contacts
• Reflect and evaluate on the mentoring process on an ongoing basis
• Discourage dependency
• Work within their area of personal competence
• Have excellent self management skills
• Accept and enjoy differences in people
• Are non judgemental and maintain confidentiality
Mentees:
• Listen
• Take responsibility for their professional and personal development
• Sets goals and commit to an action plan
• Initiate meetings, respect time frames and act on decisions
• Reflect on what is learnt
• Seek feedback
• Participate with curiosity and enthusiasm
• Learn how to resolve their own problems
• Respect confidentiality
Difference between Coaching, mentoring and counselling
Coaching is sometimes confused with counselling, mentoring and management consulting. Although there are certain areas of overlap, coaching is not about giving advice. The coach is not a problem solver, a teacher, an adviser, or even an expert; he/she is a sounding board, a motivator, and awareness raiser. The philosopher Socrates likened it to being a midwife; a coach helps people give birth to their own good ideas so that they can grow in confidence and ability and mature into well rounded, and fulfilled individuals.
The key difference between coaching and counselling, is that coaching is about the now, and the future and the actions that need to be taken to get there. Counselling on the otherhand is about issues based in the past that are preventing a person moving on in their life. Counselling supports people in a time of turmoil and personal trauma.
Mentoring is used predominantly in business for career and board development . A mentor has senior experience and is usually someone whose been there, done it and got the T-shirt to prove it. They are there as a teacher, and are going to have a pool of answers for the mentee to draw on. Unlike the mentor, the coach doesn’t have to be an expert in the industry that he, or she is working in. A consultant is another form of adviser who helps diagnose problems in an organisation and helps implement solutions.
From India, Bahadurgarh
Dear Anand,
I think following may help you
Mentoring : clasic example in Mahabharata, that of relationship between
Guru Dronacharya and Arjun
(Mentor) (Mentee)
Counselling : For any difference in opinion / ideology / thought process or
even in attitude we say " May wise counsel prevail upon".
It's more of in advisory capacity. The counsellor may not
feel responsible personally for the cosequences. Many times
it lacks personal touch.
Thanks
Suhas Garde
I think following may help you
Mentoring : clasic example in Mahabharata, that of relationship between
Guru Dronacharya and Arjun
(Mentor) (Mentee)
Counselling : For any difference in opinion / ideology / thought process or
even in attitude we say " May wise counsel prevail upon".
It's more of in advisory capacity. The counsellor may not
feel responsible personally for the cosequences. Many times
it lacks personal touch.
Thanks
Suhas Garde
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