Yes, there are differences between coaching and mentoring. Supervisors should mentor — on an on-going basis —  those for whom they are directly responsible, those entrusted to their care. Anyone at any level and in any area of operations who knows what to do and how to do it should share this information with anyone else who needs it.

However, the fact remains that, now more than ever before, it is imperative that knowledge transfers as well as constructuve criticisms occur constantly between and among those involved within an enterprise. Only then can what Peter Senge characterizes as a “total learning organization” be established and then sustained.

Here is an excerpt from an article written by  Matthew J. Ferguson  for Talent Management magazine. To check out all the resources and sign up for a free subscription to the TM and/or Chief Learning Officer magazines published by MedfiaTec, please click here.

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Coaching aids knowledge transfer from impending retirees to young up-and-comers, enabling companies to remain competitive. Consider this checklist to get your coaching program off the ground or revamp it.

When faced with shrinking budgets, a leaner workforce and the need to transfer knowledge from impending retirees to young up-and-comers, coaching can help organizations stay competitive and boost productivity. Yet, well-intentioned coaching programs struggle to get off the ground and maintain momentum.

Consider the following [two of five “tips” on this] checklist when designing or re-designing a coaching program to increase the likelihood of success.

1. Technical expertise does not make a great coach.

While technical expertise is certainly important, it is at best only half the battle. Great coaches are empathetic, patient, good listeners and good teachers.
Post-mortems from failed programs reveal that many coaches feel frustrated that participants couldn’t just catch on to what they were describing, while the participants feel frustrated that coaches just couldn’t explain how to do something.

By making sure coaches are more than just technical experts, talent managers stand a good chance of avoiding the frustration and failures that come from poor coach-participant communications.

2. Bad behaviors transfer just as easily as good behavior.

While on the topic of what makes a good coach, it is important to realize that program participants will learn to be just like their assigned coach — even if that means picking up some of the coach’s bad behaviors.

Typically, the coaches who are selected are some of the most tenured and respected employees in the organization. As such, they know all the loopholes and ways around the system and they could easily (in the name of expediting work and shortcuts) pass these along to the participants.

Make it clear that the goal of the program is not only to allow participants a chance to experience how the coach realizes success, but also to teach and reinforce company standards and policies.

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To read the complete article, please click here.

Matthew J. Ferguson is practice manager at ESI Consulting Services, ESI International.