How can you coach a mentee to make better decisions?

This framework provides a structured approach to help individuals set and achieve their goals. Goal - This is important because it sets the direction for the mentoring relationship & helps ensure that the efforts are focused on a tangible outcome. Reality - Here, the mentor and mentee examine the current situation, identifying strengths, weaknesses, and any obstacles that might be in the way of achieving the goal. Options - In this stage, participants brainstorm potential options or strategies to bridge the gap between the current situation and the desired goal. Way Forward - The mentor and mentee discuss what will be done, by when, and by whom. It's about setting a clear plan and establishing accountability.

Goal - Clear aims are set. It's like drawing a map for what's ahead. Reality - Look at what we have and where we are. It's about knowing our starting point. Options - Brainstorming, where different paths are considered. It's a peek into what could be, with a touch of creativity. Way Forward - Turning talk into action. It's a list of steps to get to our goal. This part ensures that the mentee is ready and clear on the path ahead. GROW model is a practical guide, offering a step-by-step route from uncertainty to clarity, from ideas to action.

One piece of guidance I will share with the mentee is to be very clear on their values as a place to begin. Then as we collaborate to understand their desired outcomes, their current environment, current level of competence, performance gaps and their time frame, we can create a plan of action that aligns with their values. Along the path to reach these goals, having set values can assist the mentee when making choices on the behaviours and activities required to achieve what they want to achieve.

An additional topic: deadlines. You really need to stay focused on making these deadlines happen. Move. Focus. Do. Thanks - Sheila

#1 Always start with coaching - and explore this approach as far as you can. If someone is a newcomer they may need more mentoring. Often mentoring is not necessary. #2 - Only if your expertise is needed share it near the end of your conversations. You will feel tempted to speed things up by sharing your expertise. Hold back to see what emerges first. If you share too early it will limit the creativity and potential of the conversation & outcomes. #3 GROW alone is not coaching. Your presence, deep listening & clarifying is as important as asking thoughtful questions. Focus on the person in front of you and don't divide your attention - this is something that a lot of leaders find challenging. Patience and practice is key.

In using the GROW model, I start with Goal-setting, it sets the stage. Reality? It's a reality check, really. Options open up a field of possible paths, while Way Forward lays down the action steps. It's like having a casual chat that gradually unfolds into a clear, actionable plan. It moves a mentee from ‘I wish to’ to ‘I will’, each question nudging them forward. It’s no-fuss, straight to the point, and it works every time.

Even after years of coaching, I still use the GROW model as a framework for conversations. Having this approach in mind helps you ask questions that encourage reflection on what success looks like to the coachee/mentee, what their current state and challenges are, what options they have, and what they think is best moving forward. If you use this approach for mentoring, you can add your experience and helpful tools for the mentee to consider options they may not be aware of and connections to other experts who could help them achieve their goals.

When a mentee needs help managing relationships at work, role-playing can be a useful technique. The coach can play the role of the colleague, boss, stakeholder etc. and do a mock version of a conversation or meeting that the mentee is worried about. That technique works well because the coach can model the behavior they think the mentee needs to prepare for without telling them what they need to do. The coach plays out the scenario for a few moments and then calls "time out" and asks the mentee to assess what they learned. It is kind of like providing a practice match for your mentee so they can learn in a low risk environment.

Eine der wesentlichen Stärken im Coaching ist es, dem Coachee Perspektiven auf Situationen zu geben, die er selbst nicht auf dem Schirm hat. Typischerweise sind wir in unserer Welt und unseren Sichtweisen gerne gefangen und brauchen lediglich einen Türöffner für andere Sichtweisen. Für jede Situation gibt es 135683 Möglichkeiten.

I can relate my own story with this. When I started my career, I experienced initial great success but there were frequent issues with other teams within the organisation which not only resulted in strained relationships with my peers but also a stressful work environment. In this situation my leader helped me overcome these challenges by using the same sandwich technique to share the feedback and by offering praise for my work while providing valuable guidance on enhancing my interpersonal skills and fostering collaboration with other teams. Now, as a leader myself, I also adopt a similar strategy. A leader becomes a true leader when he masters the art of delivering feedback. Feedback without proper guidance and support is of no value.

To avoid these pitfalls, you first need to be aware of your preferences: Do you tend to take charge whenever things aren't going well? Do you sometimes overly criticize? Do you prefer to let them figure it out on their own? Once you grasp your own tendencies, you can always be on guard not to make these mistakes. You should also involve your mentee and encourage them to communicate with you whenever they feel your actions are distracting or confusing them.

Coaching a mentee to make better decisions can be likened to guiding a ship through uncharted waters. Start by fostering self-awareness in your mentee, helping them recognize their decision-making patterns and tendencies. For instance, in a corporate setting, if your mentee tends to avoid risks excessively, encourage them to embrace calculated risks when appropriate. Next, promote the development of critical thinking skills by challenging assumptions and encouraging diverse perspectives. Finally, create a safe space for your mentee to reflect on past decisions, facilitating a continuous learning process that leads to better decision-making over time.

Seeking feedback is my mirror, reflecting the effectiveness of my coaching. Continuous learning, through workshops or peer interactions, fuels my evolution as a mentor, ensuring each engagement is a stride towards betterment.

You must also go beyond your title and the role of a coach and leader. You have to focus on building a strong relationship with your mentee. They should not only look up to you as a coach but there should be a connection that allows open, honest and raw feedback/communication to flow in both directions. They should not only admire you but also be comfortable with you.

The worst thing you can do for your mentee is not let them make a mistake. Even though mistakes aren’t desirable, they are an inevitable part of making decisions. There are some lessons that you can’t understand until you fail. This will also help your mentee develop a healthy attitude toward error. If you never let them be wrong, you will unintentionally create immense pressure to always be right.

Coaching a mentee to make better decisions involves a combination of guidance, empowerment, and skill-building. -Build a strong and trusting mentor-mentee relationship. -Begin by understanding your mentee's long-term goals and personal values. -Listen attentively when your mentee discusses their decision-making challenges. -Help your mentee clarify the decision they need to make. -Help your mentee think about both short-term and long-term outcomes. -Hold your mentee accountable for their decisions. -Acknowledge and celebrate successful decisions with your mentee to boost their confidence.