Another type of development is mentoring which is described as a much more extensive and long-lasting process than coaching (insala. com, p.1). Mentoring is a long-term relationship that will develop between two individuals over time while coaching is usually finished once a specific task is completed. In addition, mentoring will target more complete development of an individual while coaching is limited to usually one measure of performance (p. 2). Coaches will influence people’ s behaviour, but mentors will be involved in every aspect of creating desirable actions until final outcomes are well Finally, coaching is more of an event while mentoring has no specific time limits (p. 2).
The article “ Core Competencies of an Executive Coach” describes how coaching can be used to meet organizational objectives. One way described is with facilitating continuous improvement. This is where coaches do research and try to improve worker efficiency in multiple areas. In this way, other senior managers and the whole organization benefit as input is provided from multiple people in the company (Ennis, et. al, p.26). Another positive change for organizations is in the area integrity (p. 27).
Company-wide positive outcomes can occur when ideas developed in the coaching model use best techniques to meet organizational needs. This is particularly true when there is a coaching partnership that helps all involved parties to be accountable to each other and the organization (p. 27). One option for developing a coaching culture is to start offering to coach at the higher organizational levels (Eldridge and Dembkowski, p.2). This avoids the notion that coaching is just used to fix problems, and gives the idea that it can be used bring out organizational talent and help the company be an industry leader (p. 2).
A second option is in defining quality standards and criteria for selection. This helps to promote quality in coaching and helps to ensure that quality standards are achieved.
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