"Mentoring Improves Profit"

`Sometimes it's lonely being a CEO, Director and Manager.
But it needn't be`, Says Colin Thompson

There is, however, considerable evidence accumulated over more than fifteen years in the UK, and much longer in the USA and Japan, that `mentoring `of individual Directors and Managers, their teams and thereby, the overall business is very successful. There have been numerous surveys, which demonstrate the positive impact of these services on both the individual and the company. Just look at the strength of the economies of the USA and Japan plus the UK companies that believe in `Mentoring`? That Improves Profit.

In a survey published in 1999 by the Industrial Society covering more than 300 companies, over 80% reported that `mentoring` had improved the achievement of individual targets and goals. It is not surprising, therefore, that most of the respondents planned to increase the use of `mentoring`. The proportion of companies using `mentoring` had in fact already risen from one-third in 1996 to two-thirds in 1999 and increases year-on-year.

It would be interesting to examine some of the factors contributing to this growth, but let us consider the differences between `coaching and mentoring`.

Both `coaching and mentoring` have been practised for many hundreds of years, but it is within the business environment that there are diverse views as to their scope and benefits.

I believe that the services are complementary as both are based on a blend of internal or external relationships that will enable the recipient to:

• Enhance skills

• Develop at both a professional and personal level

• Assimilate knowledge and learning techniques

There is no common definition, but I regard the main differences to be:

• Coaching: Focuses on achieving specific objectives usually within a preferred time period.

• Mentoring: Follows an open and evolving agenda and deals with a range of issues.

A client described recently the factors that are fuelling the rapid growth in `coaching and mentoring`. `We are being asked to deliver increased profits, higher quality products, cope with fierce competition and implement change programmes-all with fewer resources. We have to demonstrate to our management team that we will support their efforts, individually and collectively. `

This picture is typical of many organisations in all sectors of the UK economy where we have flatter, leaner structures that offer little further scope for rationalisation. It is vital that management teams are equipped with the necessary skills and feel sufficiently motivated to drive their teams to achieve challenging performance and financial targets.

Directors and Managers are required to fulfil a broader and more versatile role ranging from possessing the vision to develop strategy; a hands-on style to keep on top of operational issues; leadership skills to build teams and so on. It is not surprising, therefore, that individuals and teams have gaps in their skills base and development needs, many of which can be met by `coaching and mentoring`.

In each client situation, our approach is to meet the individual and often quite diverse needs of each executive. At the same time I try to assist the development of a cohesive team that can meet the challenges and change facing the business.

Whilst there are key stages that most assignments cover, I believe it is essential that our work is moulded to address the personal and professional issues of each executive. There is, therefore, considerable variation in the pace and content of each assignment.

Of critical importance is the relationship between `mentor` and executive. In `mentoring`, the executive must feel comfortable with the `chemistry blend` and also be confident that the `mentor` has the requisite skills and experience to make a significant contribution without taking control.

`Mentoring` is now well established in the UK and is being used effectively in a wide range of organisations and applications include:

• Leadership skills

• Team development

• Re-engineering

• Changes in structure and culture

• Improving communications

• Relationship issues

• Preparation for a new role

• Managing projects

• Integrating new managers

• Stress management

• Independent sounding -board

Some of my clients have blended `coaching and mentoring` within performance management systems but others prefer to respond to specific needs.

The key issue is that tangible improvements in performance are being achieved along with many other benefits including greater awareness, open communications and mutual understanding.

PEOPLE=PERFORMANCE=PRODUCTIVITY=PROFIT