Many successful human resources (HR) professionals are often quick to point out the support and encouragement they received from coaches and mentors along the way. HR is one of those fields where you cannot learn and grow in a vacuum; you need to tap into the experiences and lessons only mentors and coaches can provide. Having someone impart their wisdom, share their experiences, and offer their insights can prove to be invaluable in shaping your career.
While "mentor" and "coach" are often used interchangeably to describe someone who serves as a trusted advisor or counselor, there are key differences. In reality, mentors and coaches play two distinctly different roles. Each is a relationship between two people; however, the engagement differs in methodology.
As an HR professional, you need to know the differences not only for your own career development, but also so you can guide others and help them determine when they could benefit from a coach or a mentor, or possibly both.
Here’s a quick, helpful way to think about the differences. A mentor provides suggestions and answers your questions. Meanwhile, a coach will ask you questions so that you can go find the answers. This may lead you to ask the questions to your mentor to find the answers. While the concepts are similar, here are the key differentiators.
A Closer Look At A Mentor
A mentor is often looked at as a professional advisor or role model to a "mentee" and works to develop an individual beyond his or her current role in a particular business or organization. A mentoring relationship can be informal or formal and is often a long-term relationship, lasting a couple of years or even longer.
A mentor may come from the same industry or has held a similar role as his or her mentee, but sometimes he or she does not. A mentor could be a family member, friend, or a trusted colleague. Mentors also can be former bosses, professors, teachers, or co-workers in another department.
A mentor’s primary interest is developing and shaping mentees for the future and inspiring him or her to see what is possible. Occasionally, a mentor will introduce his or her protegees to members of his or her professional network, helping them establish connections and identify potential opportunities.
If you're looking for a mentor to support you on your HR career path, seek out someone who you would like to emulate, someone who would be an excellent sounding board, and someone who can provide solid advice. Mentors are especially valuable if you are new to the HR industry. It's essential to have insight from others who do something similar and ask questions when you are unsure about any aspect of your new undertaking.
A Closer Look At A Coach
While a mentor relationship is long-lasting and offers more generalized knowledge and support, a coaching relationship is shorter term and focuses on one specific skill set or a specific objective. For example, if you're looking for assistance in presenting a new compensation and benefits recommendation to your board or honing your negotiating skills, a coach can enhance your current competencies in this area.
Also, coaches receive and possess special training to guide people on how to achieve their goals. Two examples of accredited coaching organizations are the International Coaching Federation (ICF) and Co-Active Training Institute. Through these organizations, coaches complete rigorous training programs that equip them to pour into others.
When you seek out a coach, the coach may or may not come from your same line of work, the engagement is highly structured, and the coaching relationship is more formal in nature. Because a coach is drilling into specific performance areas, there must be regularly scheduled meetings to monitor and track progress. The relationship is typically shorter term (six months to a year) but sometimes longer depending on your specific goals.
For example, the coaching relationship may be focused on realizing measured improvement in a particular area or job function in the protege's current role. The engagement would start with a baseline assessment of the person’s current capabilities, establish the goal, identify Key Performance Indicators (KPIs) to help measure progress, and continue to track improvement until reaching the stated goal.
Tips for Working With a Mentor or Coach
Once you decide if you would benefit from a mentor or coach (or perhaps both), here are some tips for how to approach the new relationship:
- Clearly define what you need, where you want to grow, and what your goal is for the relationship. Are you vying for a position in the C-suite? Do you want to hone your communication skills? Do you want to start your own HR consulting business? Consider your career goals and then seek out a mentor or coach who can help you.
- A relationship with a mentor or coach should be built around respect. Trust that the other person has your best interest at heart and dive into the process with an open mind.
- Establish some protocols and standards. Determine when and how often you will meet, discuss roles, and how each person prefers to communicate.
- Determine and agree on when goals have been achieved and what to do next. For example, would new goals need to be set, or do you end the coaching engagement?
Coaching in Organizations
Sometimes, your company may call in a coach to support you or other members of your team. The engagement is initiated by your company, but you are still the recipient of the coaching. For example, a coach could help an emerging HR leader develop specific skill sets or provide guidance on leading, directing, and managing through a new initiative.
Another example of how organizations have used outside coaches is following a merger or acquisition. A coach may be called in to help your team understand how to blend work teams that are initially separated by previous company cultures and processes. A coach will provide an objective perspective and will often challenge the status quo and help determine if there is room for improvement and different solutions. Then, the coach will provide guidance on how the company can embrace new strategies to build an effective, unified company culture.
Just like when you engage a coach on a one-on-one basis, the coaching relationship in an organizational setting should still be supported by specific, measurable goals. The same steps should be followed to clearly define the length, protocols, and desired outcomes of the coaching.
For An Individual: Create a Personal "Board of Directors"
Large businesses and nonprofits have boards of directors to help govern and guide their organizations. Why not create your own personal board of directors – a network of trusted mentors and coaches to assist you in your career and life goals? Whether you build your network individually or through resources provided by your company, you can start to develop valuable relationships that will support you throughout your career.
As professionals and leaders in human resources, we all have room to grow and learn from others' experiences. Professional, as well as personal development, is essential for everyone to flourish in their careers. Some examples of what you can expect when you have a mentor or coach include the following:
- Advice.
- Friendship.
- Information-sharing opportunities.
- Trust to speak freely.
- Help climbing the corporate ladder on your career path.
- Help to understand and deal with corporate politics.
- Hone in on strengths and skills.
- Make you aware of things you weren’t aware of before.
- Insight and a different -- but valid -- point of view.
Mentors and coaches are invaluable in the workplace because, through their sponsorship, they can navigate you through the winding road of your HR career to help you succeed. Taking advantage of their unique perspectives, their experiences, and even their mistakes can enhance your career path in ways you might not even imagine.
If you look at some of the most accomplished athletes of our time, including the likes of Michael Jordan, Tiger Woods, or Tom Brady, they have all benefited from individuals who consistently pushed them and challenged them to reach their full potential.
Paying It Forward
I have focused on how the recipient of mentorship or coaching stands to benefit from the relationship. There is also tremendous value for the person who embraces the opportunity to be a mentor or provide coaching. If you find yourself in the position of providing coaching to a current employee, new hire, or someone not in your company, you may benefit from embracing this advisory role.
If you've experienced success in your career, consider giving back and becoming a mentor or coach yourself. Studies have shown that the relationship is mutually beneficial: the mentee or protégé learns and grows as you provide guidance and direction. And, you will undoubtedly improve your own leadership skills (negotiation, communication, emotional intelligence, planning, collaboration, and problem-solving).
The experience will help you become a more confident and well-rounded leader. Give it a try. Start by identifying someone who could use a boost as he or she navigates the myriad of available HR career paths. Then, take satisfaction in seeing how much that person -- and you -- will grow.