@Luigi Sille
Really like the video, Luigi. Appreciate you sharing it.

My experience has been that mentoring and coaching vary within each organization, and are sometimes tied to a performance appraisal process. But, I do think there are a few principles that apply to each construct, regardless of what organization:

Mentoring. 1) A mentee needs a designated mentor who meets with him or her regularly on a mutually agreed upon schedule; 2)The mentoring experience should be designed to aide an individual in completing at least one major life goal of the mentee’s choosing. A mentee typically seeks out a mentor and asks for their assistance; I have created a Mentoring Guide to maintain an accurate record of the mentoring experience.; 3) I have found that sessions should be weekly or twice per month, and are typically weekly or bi-weekly as determined by the mentee’s work schedule and the urgency of their situation; and 4) The sessions are expected to be progressive and yield long-term success, and therefore, should last at least 6 months—more if possible—up to 2 years.

Coaching. There are various types of coaching that could be offered to an employee, including Executive Coaching for senior managers by an outside expert. However, within the workplace, there are typically two main types of coaching: Career Coaching and Performance Coaching. Career Coaching provides support for employees looking to make a career change or job advancement. This coaching often focuses on job interviewing skills, resume writing, creating a Portfolio, and assisting with job searches, etc. Performance Coaching is exclusively tied to improving an individual’s work performance, usually as the result of a less than satisfactory performance appraisal. Both models require setting goals and objectives, and then choosing the best course of action to move ahead to the desired outcome.

May I suggest that before a leader enters into either a mentoring or coaching arrangement, that they review their Employee Handbook if one exists, and/or verify/clarify through their HR Department so that the leader proposing to take on the role of mentor or coach understands requirements, if any.

@William M. Hayden
Hi, Bill! Dworkin, et. al., 2012 reported that although women make up nearly half of the workforce in the United States, the number of women who hold senior management positions in large US firms continues to be disproportionately low. This fact raises concerns about individual fairness and equality of opportunity. Research shows that through the use of strong mentoring programs, women can advance to senior management roles. Not much has changed today.

In my experience, working as an Executive Coach and Master Trainer, I found that women thrived best by having a separate mentoring experience (especially in fields such as Engineering). I created an initiative called, “Leader2Leader” whereby newly hired women were matched with a senior manager from a non-profit organization, and with a veteran female employee to create a mentoring group. We met monthly, had a few refreshments, and generally spent our time working on personal and professional goals. It was a 3-legged stool concept, and it worked great! We went on ‘field trips’, worked on Personal Mastery activities, such as confidence building, effective teaming, time management, and communication skills. We also had guest speakers focused on burnout, health, and STEM initiatives for girls in high school. It was a 2-year program, and every one of those women have advanced in their careers, found other jobs and/or got significant pay increases.

Also, as a Gallup Strengths Coach, I work with females (and males) to help them identify and embrace their talents by using them in their everyday work. With the investment of time, the talents become strengths, leading to outstanding performance. Employees also create an individualized “Greatness Plan Strategy” (GPS) to help them achieve their goals, overcome obstacles, and apply their knowledge. Women can definitely soar, but even eagles need a nudge, a word of encouragement, and a game plan. That's my $2.79!

@Yvonne Howze
Thanks Yvonne.

Re: “Yet going forward, mutual collaboration and harmony is the goal.”

I appreciate your response and its details.

Still, i ask what, when, and how do we get past gender-centric coaching, and gradually move to women and men, within their professional work places and associations/societies.

I respect what has been done by women to just do it, in terms of the movements into women-4-women.

Q. If mutal collaboration and harmony is a goal to be embraced within and between the genders,

where and when…and who…needs "to start the engines?"

Cheers,

Bill

@William M. Hayden:

@Yvonne Howze
Thanks Yvonne.

Re: “Yet going forward, mutual collaboration and harmony is the goal.”

I appreciate your response and its details.

Still, i ask what, when, and how do we get past gender-centric coaching, and gradually move to women and men, within their professional work places and associations/societies.

I respect what has been done by women to just do it, in terms of the movements into women-4-women.

Q. If mutal collaboration and harmony is a goal to be embraced within and between the genders,

where and when…and who…needs "to start the engines?"

Cheers,

Bill

@William M. Hayden
Bill, that’s an ambitious Call to Action, not only for the workplace, but for our ENTIRE society! 🦋

@Yvonne Howze
Thanks Yvonne.

“Make no small plans as they do nothing to stir the souls of people.”

OK, so its not mine, but I did tinker with it a bit. :-)

Q. Are you willing to chat some more to explore what and how we can engage with the

rest of our HLD colleagues for a “Starter?”

Cheers,

Bill

@William M. Hayden
Yes, that would be great! Let me know when you are available next week, and we’ll set it in motion. Thank you!

@Luigi Sille, something some of us millennials are hungry for in the workplace today - Mentorship and coaching are essential for career growth.

@William M. Hayden Mutual collaboration and harmony should always be the goal. And the engines should start from the old and pass down to the young. After three years of working professionally in the rat race, I'm learning there aren't too many role models to look up to.

Ambitions and drive are some characteristics of millennials today. Their brain power and talents are underutilized as a result the workplace becomes less engaging. Collective leadership is the process of diverse skills and experiences coming together to work toward a common goal (Shonk, 2022). Collective leadership is a step to embrace collaboration and harmony among men and women. Mutual respect and trust on which both men and women can depend.

@William M. Hayden loves to be part of that exploration

@Luigi Sille I also enjoyed the video. I'd like to add, clear goals, objectives and timelines have to be established in order to be effective. I've benefited inside and outside the organization. It's been my experience that when you engage in coaching and mentoring inside the organization, it may start strong, then fall off due to other workplace commitments. I prefer coaching and mentoring outside of the organization, meetings stay on track and goals are achieved. This is just my opinion and experience. Either way, it is imperative for growth.

@Yvonne Howze
Ok then Yvonne, will this week work?

I am in Buffalo, NY, ETZ, and generally open between 10 am to 6 pm, ETZ

Cheers,

Bill

@Vera Mulbah
Thanks Vera.

Just sent a note to Yvone above re: a chat this week, as possible for each.

Cheers,

Bill

@William M. Hayden

Thank you. Looking forward to it

@William M. Hayden
Let's try for 10:30am (Eastern) on Friday. If that does not work for everyone, I can do 1:30pm.

Let me know if either of these work!

I am happy to send a Zoom invite to you, Vera, and Doris. Just need everyone's personal email address. Can send it to me at: yvonnehowze@bellsouth.net

Thank you!

@Yvonne Howze

Thank you.

Email: veramulbah@yahoo.com