In the past few months I was asked several times to explain the difference between coaching and mentoring. You can choose an informal mentor within your circle of friends, family, or business network or participate in a formal mentoring program. Where coaching centers around a teacher-pupil relationship, mentoring is based on a two-way mutually beneficial relationship where mentor and mentee are equals. New entrepreneurs start a new business partly because they no longer find that the employee hat fits them well. Lisette AndreykoLisette is the founder of Kaleidoscope where start-ups can join the online mentoring platform.
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But before going into details, we want to thank you for joining Kaleidoscope’s online mentoring platform. Whenever you are reading an article or watching a video on Kaleidoscope’s website, you can choose to “pin” that resource.
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When you decide to upgrade to the Perspective Plan* you will have email access to Kaleidoscope's experts and our Business Mentor, Lisette Andreyko. He has a reputation for "getting things done through people" and his determination, drive and sense of humour enable results to be delivered in a way that many teams enjoy. As a published author, and exhibiting artist, I have direct and personal experience of the benefits of creative activity, and the processes that can be used to unlock creativity. I am dedicated to bringing psychological approaches into business, to help people achieve better performance, greater fulfilment and professional as well as personal growth. Complimentary personal download of Part One and Two, of the e-Organisations & People 2 part feature on the future of coaching and mentoring. Neela has over 15 years experience coaching leaders and senior teams at major organizations, guiding them successfully towards higher performance.
Jerry is a highly experienced leader in the field of organisation and people development having worked across public and private sectors both in the UK and internationally. The Janus Pendant featured on the front cover of e-Organisations & People part 2 is available to buy from the Lauriate Shop. Donna Karlin is an international speaker, lecturer, author and world-renowned leadership coach (better known as 'The Shadow Coach'). Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential.
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role. Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change. Creatively apply tools and techniques which may include one-to-one training, facilitating, counselling & networking. Encourage a commitment to action and the development of lasting personal growth & change. Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgemental of the client, their views, lifestyle and aspirations. Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship. Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals. Encourage clients to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals. Possess qualifications and experience in the areas that skills-transfer coaching is offered.
Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long.


The common thread uniting all types of coaching & mentoring is that these services offer a vehicle for analysis, reflection and action that ultimately enable the client to achieve success in one more areas of their life or work. Having said this, there are professionals offering their services under the name of mentoring who have no direct experience of their clients’ roles and others offering services under the name of coaching who do. Organisational development, changes brought about by mergers and acquisitions as well as the need to provide key employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or mentoring. At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as a professional or personal development tool. Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organisational changes.
Coaching and mentoring programmes generally prove to be popular amongst employees as coaching achieves a balance between fulfilling organisational goals and objectives whilst taking into account the personal development needs of individual employees.
There is also an increasing trend for individuals to take greater responsibility for their personal & professional development and even those who are employed in large organisations are no longer relying on employers to provide them with all or their career development needs. Many coaching clients will seek coaching or mentoring for performance enhancement rather than the rectification of a performance issue. Performance coaching derives its theoretical underpinnings and models from business and sports psychology as well as general management approaches.
Skills coaching programmes are tailored specifically to the individual, their knowledge, experience, maturity and ambitions and is generally focused on achieving a number of objectives for both the individual and the company. Coaches offer their clients a supportive and motivating environment to explore what they want in life and how they might achieve their aspirations and fulfil their needs. In many cases personal coaching is differentiated from business coaching purely by the context and the focus of the programme. Explore personal issues and problems through discussion in order to increase understanding or develop greater self-awareness. The aim of counselling is to lead the client toward self-directed actions to achieve their goals.
Development activities are designed to suit client’s personal needs (whether aspiration or performance related) and learning styles.
Can focus on interpersonal skills, which cannot be readily or effectively transferred in a traditional training environment.
Provides client with contacts and networks to assist with furthering their career or life aspirations. Consultancy frequently involves expert advice about specific issues and organisational processes. The key difference between coaching and the therapies is that coaching does not seek to resolve the deeper underlying issues that are the cause of serious problems like poor motivation, low self-esteem and poor job performance.
Coach & mentor training programmes which are typically quite short are not aimed at qualifying coaches to conduct an assessment of whether someone may be in need of a therapeutic intervention, rather than a coaching or mentoring one. Client progress is always monitored and coaches and mentors watch for signs which may indicate that a client requires an assessment by a trained therapist. Therapy is, if anything, an extension of what happens in a coaching relationship, it is forward focused and aimed at life improvement or enhancement. Because of this relationship between coaching and psychology & the therapies, some professionals offering coaching services are, in fact, therapists, counsellors or psychologists. Anyone seeking life improvement, and who is willing to work at the deeper issues could benefit from contracting a coach or mentor who does have a traditional therapeutic background in the first instance. In some countries such as the UK, there is goverment regulation in place for psychologists. Titles restricted by the UK Goverment to protect the public include Clinical Psychologist, Counselling Psychologist and Occupational Psychologist. To make it easy for you, I have put information from Management Mentors into a simple matrix. As mentioned above, self-discovery is central and a mentor shares knowledge and experience with #strategicfocus.
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No matter for how long you want to use the Panorama Plan*, you will have all the features from the Perspective Plan plus bonus mentoring hours with Lisette.
David Clutterbuck & David Megginson are both founder members of The European Mentoring and Coaching Council and highly respected authors, academics and consultants in the mentoring arena. Mentoring, particularly in its traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities.
So the moral of the story is, it is essential to determine what your needs are and to ensure that the coach or mentor can supply you with the type and level of service you require, whatever that service is called. Coaching and mentoring are also closely linked with organisational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals. This role may be provided by internal coaches or mentors and, increasingly, by professional coaching agencies.
It is a two-way relationship with both the organisation and the employee gaining significant benefits. There has been an increase in the number of individuals contracting coaches and mentors on a private basis. Many people will offer either service, but there is a growing body of professionals in the UK who are calling themselves executive coaches and mentors and are differentiating themsleves in the marketplace. Coaching & mentoring have been shown to be highly successful intervention in these cases. Skills coaches & mentors combine a holistic approach to personal development with the ability to focus on the core skills an employee needs to perform in their role. Traditional training programmes are often too inflexible or generic to deal with these fast moving requirements. These objectives often include the individual being able to perform specific, well-defined tasks whilst taking in to account the personal and career development needs of the individual. What differentiates it is that like any good personal or professional development intervention it is based on an assessment of need in relation to the job-role, delivered in a structured (but highly flexible) manner, and generates measurable learning and performance outcomes. Personal coaches may work face-to-face but email and telephone based relationships are also very common. By assisting the client in committing to action and by being a sounding-board to their experiences, coaching allows the individual the personal space and support they need to grow and develop.


Business coaching is always conducted within the constraints placed on the individual or group by the organisational context. Delegates generally have to complete standard modules, so there is little room for tailoring the programme to account for existing knowledge, skills or preferences.
Coaching and mentoring programmes are generally more concerned with the practical issues of setting goals and achieving results within specific time-scales.
It is possible for someone who has underlying issues to experience success within a coaching context even if the underlying issues are not resolved. This is driven in part by the professional restrictions and barriers that have traditionally been placed around psychology and the therapies, but is mostly due to the fact that psychological assessment is a complex process that does require specialised training. Some coaches will on-refer a client to an appropriate therapist if this is felt to be useful. See A Guide to Psychology and its Practice for a more realistic & modern view of what clinical psychology and the therapies have to offer. It is about moving on and breaking free from problems and issues that have held people back and prevented them from getting all they can from their lives. It is quite rare now to encounter therapies that involve open-ended interventions that last for many years.
This means it is possible to offer the appropriate level of service depending on immediate needs and client preferences. If the client is not sure what type of service would benefit them the most, they should be encouraged to secure a professional assessment by an appropriately qualified provider.
A small number of restricted titles have been identified by the Govt for the purpose of ensuring that the public can be assured that any professional using these titles is appropriately registered under the regulatory framework.
More general terms like psychologist, therapist and counsellor are not restricted titles, so anyone is able to use thee to market their services. In a nutshell, mentoring provides a judgment-free space to discuss uncertainties and offer Socratic questioning. The entrepreneurial learning curve is steep, and personal development is a natural part of this. She enjoys connecting with small businesses through her networking and peer learning group Strategic Focus for StartUps. By continuing to access or use the Site and Services after revisions become effective, you agree to be bound by the revised Terms.
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The benefit is that you don’t need to keep searching for content that you found interesting last time. If you decide to upgrade during your current membership cycle, you only need to pay the difference. Your personal dashboard will look different with added features such as the ability to pin interesting articles. Coaching on the other hand is not generally performed on the basis that the coach has direct experience of their client’s formal occupational role unless the coaching is specific and skills focused. Some are looking for a career change, but many are also seeking to maximise their potential with an existing employer or achieve greater balance with their work and home lives. When an organisation is paying premium rates for development services, performance is usually the key pay-back they are looking for.
Skills coaches & mentors should be highly experienced and competent in performing the skills they teach.
These coaches and mentors operate in highly supportive roles to those who wish to make some form of significant change happen within their lives.
The coach’s key role is often is assisting the client to maintain the motivation and commitment needed to achieve their goals. Personal coaching on the other hand is taken entirely from the individual’s perspective. However, professional counsellors work with personal issues in much greater depth than would generally be explored within a coaching context.
Other coaches will conduct a coaching programme in parallel with a therapeutic intervention. This appeals to new business owners who are in the process of changing hats: putting down their employee hat and trying on the right entrepreneurial hat! The safe space a mentor offers helps you bouncing ideas around, asking any questions that come up and sharing experiences without judgment. This type of questioning centers on challenging assumptions, finding evidence for arguments, offering alternative perspectives, and questioning the questions. We worked at my uncertainties and as a result I was able to break free when the time was right and chose the path I was destined for. You will notify Kaleidoscope immediately of any unauthorized use of your password or account or any other breach of security.
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Even if an executive or manager receives support in balancing work and home life, it will be with the aim of increasing their effectiveness and productivity at work and not for more altruistic reasons. Kaleidoscope assumes no liability for any loss or damage arising from any unauthorized use of your credentials by a third party. KALEIDOSCOPE IS NOT RESPONSIBLE FOR TYPOGRAPHICAL ERRORS OR OMISSIONS RELATING TO PRICING, TEXT, PHOTOGRAPHY OR ANY OTHER CONTENTS ON THIS SITE. Psychologists who apply therapeutic approaches are also ethically and professionally bound to work with clients only if measurable value can be demonstrated, this means that if people do not actually NEED therapy, it is not ethical for providers to continue providing the services.
But now comes the harder question: How can we achieve these results?According to the 2013 Employee Engagement Trends Report from Quantum Workplace, the answer lies in employee engagement, which they found strongly correlates with each of these keys to organizational success.
Their Employee Development Planning Report suggests that to keep employees engaged, we have to increase learning and development opportunities. Their studies point to the fact that engaged employees perceive such opportunities as the second highest form of preferred recognition, preceded only by pay increase.
With this information in mind, it seems critical that we take steps to increase and sustain workforce engagement levels by engraining continuous learning and development into the culture of our organizations.This is where the practice of modern mentoring enters the picture and can become a key driver of employee engagement. Simply put, modern mentoring is connecting people to learn from one another about learning needs, skills, interest areas, and competencies that are relevant to their daily work.
For uninhibited and meaningful learning to take place, allow modern mentoring to occur in an open environment where people have equal access to one another.
Expand thinking about mentoring beyond programs with limited populations, and start thinking about how to give your workforce access to engage with one another.Diverse. Give them a technology like River to use or a mechanism where they can reach out to anyone at any time for any learning need.



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