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Greetings!
We recently published a blog post comparing mentoring with coaching and well as a few coaching scenarios for those looking for examples. We've found the 'coaching v mentoring' topic particularly popular, suggesting it's an area needing clarification for many. So this month we've put together a list of key differences - we hope it's of use, although don't hesitate to email or call 01273 707404 if you'd like further advice.
Elsewhere, take a look at these June blogs from LCP
  
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Clarifying the difference between Coaching & Mentoring
A good mentor will often coach a mentee, whilst a coachee may occasionally require some mentoring. This is normal and both relationships should have some flexibility - hence the confusion. However, as a client or a client's sponsor, it's essential to identify which service you require, to ensure that the coach or mentor has the neccessary skills and that the desired outcome is acheived.
Below is a simple table listing the main differences between coaching and mentoring but, in essence, a 'mentoring relationship' is long term and usually between and individual and their more experienced mentor who can support them through their career by sharing relevant knowledge and experience. In contrast, a 'coaching relationship' has a defined time frame, structure and mutually agreed goal.
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Coaching |
Mentoring | |
Goals |
Tied to both individual and organisational goals. May involve a sponsor |
Focused on ongoing personal development and career goals | |
Scope |
Dealing with specific issues or work development goals - generally one-to-one although may work with groups or involve a group aspect e.g. training workshop followed up by one-to-one coaching. Heavily process focused |
Dealing with a range of ongoing personal and career development areas, with the mentee setting the agenda - typically one-to-one. Both content and process focused (ie the 'what' as well as the 'how') | |
Time period |
Usually for a fixed period with a deadline, relatively short term |
Usually over a long period and often open ended - to be seen as a 'journey' compared to coaching as an 'event' | |
Structure |
Structured, with a regular meeting schedule - often face to face although can be done remotely |
More informal with impromtu meetings when support needed - can work remotely | |
Coach's/Mentor's experience |
Specific experience of the coachee's job role is not required. But experience of the coaching process and skills is vital - ask about accreditation by a recognised coaching body and number of hours spent coaching |
A mentor will be more experienced than the mentee and will impart their knowledge from similar experience | |
Coach's/Mentor's role |
Help coachee identify solutions by asking challenging questions, actively listening and acting as a sounding board - both proactive and reactive. Will push the coachee to find sustainable solutions for themsleves |
Mentor is often a literal role model and responds reactively. As well as sharing skills, they may consult by offering relevant information, brokering introductions for the mentee's career advancement or recommending their work | |
Coachee/Mentee |
Leaders, specialists or entrepreneurs looking to improve in a certain area or overcome a problem - self awareness and a willingness to be challenged is required |
Mentees may also be leaders, specialists or entrepeneurs and are requiring active guidance and support | |
Cost |
Based on contract agreed with client prior to the coaching taking place |
Formal mentor schemes may involve a pre-agreed cost but many are less formal relationships with no fees attached, or they can be run in-house by the organisation |
A note on counselling: this is something entirely different from coaching and mentoring as it is a highly skilled intervention to help address psychological problems and should only be conducted by trained and accredited counsellors and psychotherapists.
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