|  | Current Issues | No.54 September 2008 |
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Business Coaching or Mentoring - Which one works best? Jan Stirling |
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. What is the preferred choice a Mentor or Business Coach? 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. No hidden agenda in political terms other than to ensure his or her program can assist the organisation achieve success. Office politics is not an issue. Broad experiences gained over a number of years and primarily about getting the best out of the people which is what coaches of sporting teams do almost daily. In general “sports coaches” are known for their integrity and ability to honour confidentiality. An organisation would be totally reliant of this quality from an external coach given a great deal of delicate information is likely to be shared in the development process. Coaches of sporting teams who have been successful at sustaining high-level performances invariably have been challenged to be flexible and receptive to change. They bring to an organisation “real life experience” as to how to evaluate, critique and make the necessary adjustments to improve performance. 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”. Sound knowledge of the internal politics of an organisation may in fact assist the pupil negotiate their company advancement more effectively by knowing which is the best chain of command. A mentor has vast corporate experiences within the organisation and these can be shared with the pupil for their optimum professional and personal development. Knowledge of resources available to the pupil can add value to the learning environment and ultimately stimulate the pupil’s conscious commitment to take responsibility for their own improved performances. Adjusting to generation Y (a real buzz term in the global world of both business and sporting teams today) may see a directive requiring middle managers to adopt a junior mentor from within the corporation. This action is often done to enhance internal communications and provide a medium for refreshed insight into the organisation. 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. Contact Jan Stirling Head Coach, Australian Women’s Basketball Team (Opal’s) Department of Sport and Exercise Sciences Alexandria, Australia e-mail: stirling.jan@dpc.sa.gov.au http://www.icsspe.org/portal/index.php?w=1&z=5 Business Coaching or Mentoring - Which one works best? Jan Stirling