One of the biggest career transitions is when we move from an individual contributor, to a supervisor. From being responsible for only one’s own work, to supervise and to get the work done from your team is an important leap in one’s professional growth. Another transition is when we move from one company to another – new culture, new people, new ways of doing things, combined with high expectations – both from the new company, as well as from self. The same could also be the case even in the same company, when we change locations, roles, and levels. Even in the same company, same role, to be more effective and fulfil the true and hidden potential of the role holder, a coach or a mentor could be the catalyst to make it happen.

While Coaching and Mentoring terms are used interchangeably, one of the subtle differences between Coaching and Mentoring is the approach. While a Coach would typically “ask” deep and challenging questions to let the coachee discover himself and bring about the necessary changes in self, a Mentor would help and guide the mentee by “telling” and providing answers from his own life and work experiences. Hence Coaching is more about “Ask” i.e. the Coach asking and challenging the coachee, while Mentoring is more about “Tell” i.e. the Mentor telling and guiding the mentee. Successful Coaching and Mentoring will lead to enhanced effectiveness and efficiency, leading to the desired business (and personal) outcomes.

 

The corporates embarking on the Coaching and Mentoring journey need to keep the following Key Success Factors (KSFs) in perspective to ensure a successful Coaching and Mentoring journey –

 

 

The available data supports corporates from taking the Coaching and Mentoring route –

 

Another study covering Fortune 500 companies has revealed the following –

 

Coaching and Mentoring traditionally was a one-to-one, in person relationship. However, post Covid, Coaching and Mentoring also has taken a digital route –

 

With the impact and ROI as above, it makes abundant sense for forward looking corporates to adopt Coaching and Mentoring programs, as a part of their strategy towards attracting, developing, and retaining talent, that directly contributes to business outcomes. It is also a given today that prospective candidates are looking for and joining companies that have structured development interventions for their people, a criterion that has become even more important than compensation. For prospective candidates, having a structured Coaching and Mentoring program indicates that the Corporate is serious about the development of their most important resource, their people.

 

In an emergent situation like this, Corporates now have the option to reach out and take the help of external Coaches (Ask) and Mentors (Tell), to help navigate and develop the true potential of their key and critical talent. Corporates should take care to empanel Coaches and Mentors who have not only successfully navigated similar transitions in their career, but also bring in flair, neutrality, and heft to this very important and sensitive process.