How can you get noticed by your boss and senior leaders in Coaching & Mentoring?

It’s one thing to know your value. It’s another thing to show your value. Get underneath the numbers that show how your performance improved as a result of the coaching/mentoring. Be able to articulate a factual story with that data. If you’re not sure you’re communicating it well, practice with a peer. And always, always, always, document your achievements. No one is going to keep track of your progress better than you.

The first and foremost is to differentiate between coaching and mentoring. They are completely different. What we do in organizations is mentoring. So let’s focus on that and leave the coaching for trained coaches since it takes a different level of training to be able to coach - peeling the onion now since I have started my tough but exciting journey to be a trained coach! You don’t need to get noticed just keep doing the selfless act of mentoring the inner fulfillment is more than any other reward or recognition! Go ahead, recognize the leader within you to do things which will provide you this fulfillment!

First it's important to demonstrate your skills, professionalism, and commitment by leading even without title. Engage with senior management to get their views on your style and be agile to adopt to any changes Aim that your team and you to shine and in same line in the race, basically always exceed expectations and set goals and standards above your comfort zone or your capabilities Remember your new style is old after a second so be innovative Haven’t said this but build a strong professional network by being more visible Don’t wait for the opportunity just grab it. Importantly leaders=communication Be informed and noticeable within industry or community. At the end this will take time and remember don’t rush to not crush.

Nothing beats the good old-fashioned hard work to get noticed by your senior leaders. “Getting noticed” is great but should not be the goal but instead a byproduct of what you truly aspire to achieve: serve your people through coaching and mentoring. Put servant leadership at the heart of everything you do and you will get noticed for sure.

Deliver quality outputs. In all that you do, deliver a thoughtfully completed and thorough work product. This speaks volumes to your subordinates, peers and superiors. Keep the end in mind on what you are producing: 1) know why 2) for what purpose 3) who will benefit 4) who will review 5) how you should approach and 6) what is the standard. If you consider these questions, you will organically network in your organization because you will have to reach out and obtain input from others. You will also ask questions as you develop your work product. Likewise, you will research what others are doing in your industry and that will help you identify groups and external organizations where you may want to follow or even become a member.

I encourage my clients to define their networking goals and strategy. Start by determining the type of people they want to meet and how they will reach out to the people. How many people do want to meet weekly or monthly? Set realistic goals based on your capacity. Coffee chats and informational interviews are great networking tools. They can be done in-person or virtually. Do your research and come prepared with a list of questions you would like to discuss. It’s important to work on building quality relationships. You should spend time getting to know the people you meet and provide value by sharing resources or making introductions.

I have often connected with many people at once by asking a meaningful question or by offering a valuable comment during the Q&A session after a conference paper presentation.

In order for you to get noticed you have to make people trust you. One way to do it is by actually taking the initiative to build projects who offer coaching, mentoring and evolution in general. Showing and giving first, without always waiting for something in return. By doing the first step offering your skills, you are doing half the way for success.

Networking is actually a game that you and I played in our childhood to connecting the dots and draw a picture. Networking needs strategy and you can only get reach to someone after you connect to some other people. Networking should not be in a spotaneous way and being treated as a social event, but has its value on strategic level. It has a sequence to work with in order to get its maximum value, otherwise after spending huge amount of time on social networking, you still cant draw a meaningful picture by connecting the dots that dont following the sequencial numbers.

Networking is increasingly important the more you lead and have influence, and having those relationships built ahead of needing them is also critical....you may not know you need them yet. One of the things I have done is to map out key people from each function, and assessed on a scale of 1-10 a) how good my relationship is with them now, and b) how good does it need to be?. That way you can reflect over time where you need to put the time in, where you need to plan in more frequent meetings, and perhaps what you share with them. But remember, if the other person is not aware of why you are important to them they're likely to keep putting you off because you haven't met their priorities. Be persistent, be authentic, and be compelling.

I never shy away from accepting my ignorance of something. This acceptance opens door for further exploration and learning. I also make sure that I read a few pages of a good book daily.

What is important here is continuous knowledge engagement. However, the knowledge engagement and skills learnt should be early transferrable and passed on to the coachees gradually so as to see a cause and effect benefit of the knowledge upgrade. If knowledge/ skills gained are non-transferrable then they do not hold too much value for the coach on his work front. They will then only have academic value.

You don't have to be in a management position to be a leader. You can lead by just being able to support, mentor and educate those around you. Doing this develops not only your colleagues knowledge and skills, but also your own. Giving back (teaching) is a great way to learn and retain the knowledge and skills you are building; whilst at the same time being of service to others.

Consistently delivering on innovative solutions and being the go to person for particular reason would elevate one’s status. This of course comes with staying committed to continuous learning. Show and tell. I would also share my success stories strategically. Figure out how to position oneself as a guide and influencer within your professional network.

All the things mentioned above are most of the ways for personal development. I would like to contribute one of my motos... " Hear, See, Ask, Hear, See, and Ask again

My years of training in Risk Management has helped me in being proactive with any known or even unknown possibility. It is almost like 6th sense or some gut feeling that arise while confronting a situation.

Never forget that being proactive is like life, in order to be proactive you have to be alive. Meaning, you have to keep going, doubt things for finding better ways, keep exploring, staying curious, never resting, being adaptive being agile and vigilant.

You should always treat yourself as a change agent and always be the first one to lead the change. However, an effective coach should "actively do nothing" by empowering the team to own the mission and organize by their own. A coach should play his role like Gundalf the Grey in the Lord of the Ring Movies to seek help,when need and support the team in all means. You should try to build a safe to fail environment as value can be created by controllable failure on a resaonable level of risk.

Almost always after a meeting or a session, I ask feedbacks from my audience on what could have been done better by me. I believe that when you are in the picture, you don't see the whole picture. Honest feedback helps.

Always asking and seeing for the truth and honest feedback after each meeting. Don't be afraid to challenge yourself. Keep in mind that the mindset you want for your clients must be also your own.

Going to a senior leader and asking them for their feedback on your approach shows them honour and respect, while often allowing you to gain insight into their values and coaching methodology. More importantly, sharing your perspective openly shows confidence and capability. Typically, senior leaders will be impressed by your proactivity and encouraged by your humility. Ultimately, they will also likely think about what you shared, and your techniques might even be something they try out themselves. If your methodology works, expect them to start coming to you about how you might handle other coaching situations in the future.

Adapt a growth mindset to accept and develop from feedback. Negative feedback and setbacks can be difficult to hear, but handling the situation with maturity and honesty speaks volumes. Feedback provides you with an opportunity - structure your actions (for example, SMART) to set yourself up for success.

The value is not only from the feedback but from how you react to the feedback and reiterate the whole process of PDCA and move on. Retrospective session zshould be held in any ways regularly after each sprint and let your team to directly communicate with users or clients. A full transparency is needed and this also needs your boss in the loop to keep he or she being informed.

Whenever there is deliverables in each sprint, you are getting closer to the goal even though this is just a little. The celebration should be joined by your users or clients and your boss, so that they are fully aware of the progress.

Your personal brand is your business and your business needs advisors! Create coaching and mentoring relationships strategically so as to build your own ‘personal board of directors’ who you can trust to provide you with guidance dependant on where you are in your journey. Building these relationships with different types of archetypes, experience and skill levels can offer different perspectives whether that be critical, challenging or ‘cheerleading’ to steer your decision making as you navigate key landmarks!

Share Your Successes: Don't be overly modest. Share your accomplishments and successes with your mentor, coach, and senior leaders. Humble self-promotion can help you get recognized.

From my experience it's about the overall story, similarly to building up company culture. Consistency is key here. E.g., 1. Show Initiative: Take on additional responsibilities and lead projects or initiatives that align with the company's goals. 2. Be a Team Player: Help your colleagues, share knowledge, and contribute to a positive work environment. 3. Seek Feedback: Regularly ask for feedback on your performance and show that you're willing to make improvements. 4. Build Relationships: Network within your organization to build relationships with key stakeholders. 5. Communicate Effectively: Keep your superiors updated on your progress and share insights that could benefit the team or company.