Coaching and Mentoring: transforming stories and business

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Have you ever wondered what the role of the coaching and mentoring? The development of interpersonal skills with an impact on leadership is a constant demand in a context of growing challenges of new alternatives in work relationships.

In addition, the dizzying advancement of corporate processes and the need for action based on soft skills have driven the search for transformation.

In this way, companies focused on strengthening their leadership to face such scenarios have been looking for development and performance improvement tools.

And yet, professionals who understand the benefits of career self-management strategies also join this team.

But, how can coaching and mentoring assist in people management? What are the differences between one and the other?

Follow the reading and learn more!

What is coaching and mentoring?

It is a fact that one of the most used tools today is coaching. The strategy based on facilitation by the coach, in an impartial and objective way, but, no less humanized, supports his client in the search for his own references of good performance.

Furthermore, it helps you to recognize and establish, in the light of your future challenges, models of good practices for management situations.

Currently, themes related to Emotional Intelligence (Assertive Communication) have been recurrent in the Executive Coaching scenarios. The effectiveness of the coaching process also expands in the contribution that the variety of tools involved in the process offer to the professional's self-knowledge.

In this context, the process becomes an instrument that reveals opportunities, untapped or little accessed behavioral potentials.

The practice of Executive Coaching, more especially, privileges and understands that the day-to-day of the corporate environment is the best laboratory for the development of skills.

In addition, the dynamics of the process, one of the principles of which is the constant proposition of goals increasingly challenging, which does not allow the professional to “settle” with comfortable or widely dominated results or contexts.

On the other hand, the mentoring it is a “generosity” process based on the multiplication of good technical and / or management practices.

It uses a principle developed and encouraged in the coaching processes, including the sharing of learning.

However, the mentor in his practice, unlike the coach, acts in a “consultative” way, aimed at offering advice and advice.

He contributes to development demands in which his knowledge of some topic is important, relevant to his mentee, generally more “junior” in the corporate journey or in the subject in question.

In the mentoring relationship, the principle is the transfer of learning, built on the experience of a professional available to share their cases success and lessons learned in cases of failure.

The mentor signals the points of attention, facilitates actions for the future, but, without dulling the creative potential, curiosity in experimenting with the new of the mentee.

Advantages of using coaching and mentoring in people management

You may be wondering how transformation through coaching and mentoring can be used.

Well, the application of coaching is widely feasible in situations of corporate change and career succession that challenge leaders not to focus only on generating results through technical skills.

In this way, coaching is based on a positive and appreciative view of human potential.

Faced with this proposition, many companies and professionals have enjoyed good results. It is possible to impact and multiply such experiences and learnings in your interface scenarios.

Thus, to paraphrase a Neuroscience concept of “Neuroplasticity”, the coaching protocol is based on the “belief” that the potential for development, learning and adaptation with new experiences is “inexhaustible”.

In the case of mentoring, in the corporate environment, some companies have structured mentoring processes in which senior professionals “sponsor” trainees or juniors in new activities.

In such cases, this format aims to exchange experiences, multiply corporate intellectual capital and guarantee the continuity of business knowledge.

Did you like the post? Follow the blog to find information that will further assist your work in training and organizational development.

Izabel Araújo

Transition and Transformation Partner and Manager



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