You’ve spent time and effort on creating and designing your mentoring or coaching program. You’ve also got the “buy-in” of key stakeholders within the organization. Although these are important steps, it is equally important to ensure that the program is effective – and that it maintains its effectiveness. As we will discuss in the future, your ultimate goal with a coaching or mentoring program is to make it a permanent part of the organization’s culture. To make that happen, you must take a few major steps beyond the implementation of the program. The next step, then, is to measure effectiveness. Let’s look at some great ways to do this.
First, it’s important to remember that measuring effectiveness is not a one-time thing. You must continue to measure the effectiveness of your program on a regular basis, just as you would a regular training and development program. Whether your program is formal or informal, the first thing to do in preparation for measurement is to revisit your original goals, objectives, and mission. From these items, you can formulate an evaluation. If your program is informal, take the goals of the program to formulate interview questions to be posed to both coaches and mentors and proteges.
By Bryant Nielson, Managing Director On August 18, 2009 NO COMMENTS
Your coaching or mentoring program is now well designed. You’ve spent time on the details and the program has taken shape. Don’t jeopardize your success by forgetting to carefully plan the implementation of the program. In this step, you’ll need to look at marketing, selection, training, and scheduling. You may have planned some of this in your design stage, but let’s discuss some general tips in each of these areas to ensure a smooth rollout.
One of the most important pieces of implementation is the marketing of a program. Just as your organization markets its products and services to its clients, you must market your coaching program to your clients. And, as with other developmental programs, the sell is not always easy. First, determine who your target audience will be for both coaches and proteges. If the entire organization makes the cut, focus your marketing on the benefits for the organization, the coaches, and the proteges. Consider a training program rollout as a comparison.
By Bryant Nielson, Managing Director On August 11, 2009 NO COMMENTS
A coaching or mentoring program is an important way for an organization to take an interest in its associates, train them, and let them know that there is someone out there to help them. In our first discussion about creating a program, you learned that you have to define whether the program will be coaching or mentoring, as well as define the goals of the program.
The next step is the design of the program, so let’s discuss a couple of general tips about program design before we go to the details. Treat your coaching and mentoring program as you would a training or leadership development program, that is, give it the same “loving care” and attention to detail as you would a new flagship educational program. The second tip is to spend adequate time in this design phase in order to create the best program possible. Don’t sacrifice quality for a few extra days or weeks. Let’s discuss design steps. You may be surprised – some of these steps are exactly like designing a training program.
By Bryant Nielson, Managing Director On August 4, 2009 NO COMMENTS
In today’s tough economy, training budgets have been cut and formal training programs are probably reduced. One way to maximize the budget, train and mentor people on the job, and to create leadership is through the implementation of a coaching or mentor program. The first step in the creation and implementation of a coaching program is to determine your goals. But before taking that step, it’s a good idea to understand the subtle differences between coaching and mentoring.
A mentoring relationship focuses on the person being mentored, as well as his or her career and goals. The mentor may give advice on how to approach certain situations, but that advice is generally in favor of the person being mentored, sometimes referred to as a proteges. Coaching, on the other hand, focuses on a specific result or goal, such as job performance. The coach may also give advice on how to reach that goal, but the ultimate result is the goal itself. In this sense, coaching is rather impartial, that is, not biased toward an individual. Either coaching or mentoring can be formal or informal, so the decision on which program you want to use is based on the organization and its culture.