The concept of transferable skills of an athlete or sports coach into the corporate world of business is not a new phenomenon.

There would be considerable agreement as to the attributes, that a person acquires during their involvement in team sport, which can then be transferred by that same person and utilised to the benefit of a corporate organisation. The cross fertilisation of ideas that apply to both the business world and within the sporting arena can only be viewed as healthy.

It is also important to recognise that in sport the term “mentoring” has been around for many decades but this same term has becoming increasingly more spoken about in the corporate world. As an example a company will pursue for it’s “future” managers a designated mentor to fast track their development and ensure that they meet the challenges of a competitive global world.

Traditionally mentoring involves a development activity facilitated by a designated or targeted mentor from within the organisation. Conversely business coaching tends to occur when an organisation brings in an external coach to conduct or implement a development program.

I will not debate the pro’s and cons of the success or otherwise of these two distinct actions that a corporate entity can choose but can offer a perspective of what contribution each process is likely to make.

The objectives that stimulate an organisation to engage an external business coach or have a system of internal mentoring as a focus are ultimately the same. Undertaking one of these actions is considered a positive step that will enhance opportunities for successful outcomes.

Lets look at a few of the attributes an external coach would bring to an organisation.

Internal mentoring can also offer considerable advantages to an organisation and having spent over twenty years in a large corporate company I have witnessed first hand how drawing upon experienced, highly trained and passionate staff to mentor others can be congruent to the organisations fundamental values.

Mentoring may offer some of these when the right mentor is selected for a “pupil”.

My role as the Head Coach of a highly successful national team has exposed me to both styles of coaching during which I have gained tremendous knowledge about aspects of implementing behavioural change to achieve a common goal.

Sharing my knowledge to various corporate entities over several years would place me in the box titled “external coach”.

Yet I have more life experience in the role of being a mentor given this is the most dominant responsibility of being a “coach”.

I have enjoyed the privilege of both.