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- Subject Name : Management
Coaching and Mentoring for Teacher Development
This essay is going to discuss about the meaning of coaching, and mentoring with their difference. Moreover, it discusses how I can use such techniques to develop his employees into high-performing staff. Besides, it is set to perceive me as coach, leader and mentor and how can I see the workers for succession planning. Furthermore, it entails my techniques to coach, train, and mentors them in a bid of making them as me.
Coaching refers to a procedure of providing individuals with the techniques, learning, and prospects they require to develop themselves and become more successful. Mentoring indicates to a role association wherein a person, the mentor, provides aid, direction, advice, encouragement and assistance to another individual in a bid to nurture their proficient and practised development (Fibucj & Robertson, 2018).
As far as their difference is concerned, it can be said that coach is the individual who drives goal-setting process while delivering coaching whereas mentor is the individual who gives a person more opportunity to set schedule, gives advice, and suggestions. Additionally, mentoring is emphasized on short-run activities and particular competencies while the focus of mentoring is on the long-run growth proficiency, and person’s coming roles. Moreover, performance measurement doesn’t exist and is extremely informal in regards to mentoring relationships while it is a formal, documented process in regards to coaching relationships (Teacher, 2019).
I would like to use the mentoring and coaching techniques to develop the workforce as a high-performing staff by using certain strategies. I will recognize star workers and groom them for forthcoming roles. I will prevent higher-performing workers from prematurely leaving the firm. Furthermore, I will create a foundation for constant learning and create prospects for future succession planning.
As a coach, leader, and mentor, I would select the skilled individuals and facilitating them to learn novel competencies and gain experience that may assist them in forthcoming career. I believe that for the succession planning, the suitable roles can be occupied by internal sources, and those accustomed with organization and its products. Moreover, as a mentor & coach, I get more revelation and perceptibility towards proficient workers. I would see them as a high-performer and constantly train them to make all of them as great leaders (Sharma & Sengupta, 2018).
If I get promoted in the organization, I would coach, mentor, and train my subordinated to take my position so that they can continue and conceivably improve my work. Furthermore, I will provide them with the autonomy to develop a particular style of effective leadership rather than imitating me exactly. Moreover, while training, mentoring, and coaching the potential individuals, I would like to help them convert their weaknesses into strengths. Besides, I would like to give the individuals the prospect to make choices and work for their achievement and permit them to make faults to learn from. Additionally, I would like to share my experiences about routine activities, accountabilities, and crucial tasks so that they can learn for forthcoming (Card, 2018).
From the above essay on the aspects of mentoring and coaching within an organizational context, it can be concluded that both mentoring and coaching are essential to training employees in an effective manner. It can be inferred that I will try my best ways to convert the skilled workers into a great leader so that they can be replaced with my role if I get promoted.
References for Coaching and Mentoring Analysis
Card, M. (2018). Perspective mentoring your replacement. Retrieved from https://leb.fbi.gov/articles/perspective/perspective-mentoring-your-replacement
Fibucj, E., & Robertson, J. J. (2018). Bringing value: Leading by coaching and mentoring others. Physician Leadership Journal, 5(6), 56-60.
Sharma, A., & Sengupta, T. (2018). Perspective on succession planning in multiple MNCs: interview with Aparna Sharma. Human Resource Development International, 21(4), 382-390.
Teacher, C. P. D. (2019). Coaching and mentoring for teacher development: An overview of research and practice. TEACHER CPD, 96.
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