Navigating The Changing State Of Coaching And Mentoring In Organizations

Personalization, diversity, and well-being; the future of coaching and mentoring

By Judith Germain, The Maverick Paradox

Organizations tend to use coaching and mentoring in ways that differ from individuals or business owners. Corporate coaching programs tend to be short and task-oriented, focusing on attaining a specific skill or goal. For example, dealing with a difficult work situation.

Mentoring programs tend to be relationship-based, focusing on personal growth and career development. Traditionally this has often meant senior and more influential leaders (male), sharing their knowledge and insight with less senior leaders (female).

These programs have tended to be delivered in person in the past, with this arrangement being just one of the indicators of an evolving change in organizational coaching and mentoring.

Following the Covid-19 pandemic, organizations have realized that they need to do more to keep their employees engaged and safe from burnout. They have also realized that they need to find solutions that do not require in-person interaction.

The Move Away from In-Person Coaching and Mentoring

Organizations are more willing to provide coaching and mentoring as a form of development for their high potentials or leaders ready for their next step. They recognize that it is no longer acceptable to expect employees to have a complete separation of their work and personal lives. Perhaps the first noticeable evolution is the delivery of coaching and mentoring via Zoom and Teams and the use of email, text, and instant messaging, in that delivery. I have noticed that following the Covid-19 pandemic, my mentoring clients have appreciated a more immersive experience; where more touch points were previously desired.

Personalized Experiences

Programs that work well are those that provide a highly personalized experience tailored to the specific goals and needs of the clients, utilizing the right style or technique that will work for them. This includes how they are contacted in between sessions. It is important for organizations and employees to feel that they are getting the support they need and that the mentor or the coach is treating them like unique individuals and understands who they are and what they need.

Focus on Skills and Competencies

Whilst there is an uptick in organizations providing coaching and mentoring, programs have become less focused on fixing weaknesses and more focused on enhancing strengths and competencies that will allow them to reach their goals. The stigma that had traditionally been related to ‘having a coach or needing a mentor’ has been negated, and is now increasingly being seen as a highly sought-after leadership development opportunity.

Integrated Learning

Coaching and mentoring can be powerful catalysts for change, however, they are increasingly not enough to provide the often-rapid change that organizations and individuals are seeking. Traditional coaching and mentoring can lack structure and direction. Often the preferred outcomes are ill defined, and the type of program required is undetermined.

One way coaching and mentoring has evolved is that structured learning has become integrated with the program. Supplementary learning can include pre and post-session work, online learning, listening to podcasts, talks and directed reading. The coach or mentor then blends the learning with their one-to-one sessions with the individual. This personalized program is more comprehensive and direct. It also provides depth and speed to the coaching/mentoring session as the individual reflects on the learning that they have gained from their blended, integrated learning.

Focus on Diversity, Equity, and Inclusion

Since the murder of George Floyd there has been increasing attention on the makeup of the workplace and whether organizations are reaping the benefit of a diverse workforce. Research has shown that the more diverse a team is (for example, cognitive diversity, gender, neurodiversity, etc) the increased likelihood of innovation, engagement, collaboration and reduced burnout and mental health issues. Organizations are turning to coaches and mentors to help them create a more inclusive workplace culture, address bias, and provide support for underrepresented groups. Coaches and mentors can also help individuals navigate challenges and how to communicate effectively with people from different backgrounds or how to build inclusive teams.

The Rise of Well-being Coaching

There is a growing emphasis on personal well-being, with organizations paying for mindfulness and stress reduction coaching, something which was unheard of just four years ago. With Generation Z and late millennials having a reduced loyalty to the workplace and more emphasis on their own mental health and well-being, organizations that provide coaching in this area have a strategic advantage.

Coaching and mentoring have evolved in recent years to become more personalized, strengthbased, and focused on well-being and diversity. The rise of virtual coaching, mentoring and blended learning have also transformed the field. Coaching typically focuses on developing specific skills or achieving a particular goal, while mentoring tends to be a longer-term relationship focused on career development and growth. Understanding the difference between coaching and mentoring can help individuals choose the approach that best suits their needs and goals.

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