This Praxis paper addresses a series of questions concerning 'coaching' and 'mentoring'. What does a coach or mentor actually do? How did the approaches evolve? When are they effective? What are the do's and don'ts?
After a short theoretical discussion of the evolution of the concepts and some key principles, the paper analyses a range of experiences with coaching and mentoring in different contexts, including Kenya, Tanzania, Kazakhstan, Uganda, Bosnia, South Africa, Malawi and the UK.
Although these experiences are very different, they do bring out a number of factors that influence the success or failure of coaching and mentoring processes:
- Commitment and interest of the individuals involved
- Sufficient resources and organizational support
- Taking a holistic, personal approach
- Embedding the process in the organizational context
- Skills and experience of coaches and mentors
- Recognition of cross-cultural issues
- Ensuring an enabling environment.
In the annex of the paper you will find detailed descriptions of 7 oft-used models: the GROW model, the STEER model, the OSKAR model, the transformational coaching model, the POSITIVE coaching model, the GROW(ME) model, and the ‘De Bono’s Six Hats exercise’.