Asia, and especially China, has long been known for being excellent in catching up with trends that were usually set somewhere in Europe or North America. Perhaps with the exception of Japan, Asia has not been perceived much as a trendsetter. This is particularly true for the areas of management and leadership.
This is about to change. We notice an increasing number of organizations based in Asia that develop thought leadership in these areas. Granted, it probably will take years if not decades until the wealth of thought leadership on management and leadership can be compared with Western countries such as the US, UK, France, Germany or even tiny Switzerland, for that matter.
The interesting thing is that this kind of thought leadership starts to emerge in this part of the world and that sooner or later executives in the West will seek advise and inspiration from Asian based thought leaders, something that rarely happens today.
If you are looking for progressive and perhaps innovative inspiration for your leadership, are you only looking in the West? How open are you to check out latest Asia based thought leadership? Progress-U is contributing to the trend to set trends from this part of the world. Let me know if you’d like to know more.
“What is the difference between coaching and mentoring?”
This is a question I am frequently asked which reminds me of the questions, “What is the difference between management and leadership?” or “What is the difference between vision and mission?”
Go online and use any search engine to answer these questions and I promise you, your confusion will be heightened, not reduced. Check dictionaries or ask several ‘experts’ and you won’t be enlightened either.
While I have my own definitions and differentiations of the terms coaching and mentoring, which make most sense to me, I would never claim that mine are the ‘correct’ ones. They just make sense to me, that’s all.
Ultimately, it’s really up to you how you define and distinguish these terms.
Why does it matter anyway?
Well, it does matter. Let me give you an example. About a year ago, one of our clients asked us to assist them in setting up a mentoring system in their organization. My first thoughts were: ‘OK, let’s first check the ability of their leaders to take on a mentoring role. Are they able to know when a coaching approach is more useful (and are they actually able to coach), when sharing is more appropriate, and when they simply need to teach the mentee?’
When I met the COO, I held back with my thoughts and wanted to clarify first the purpose of setting up a mentoring system. While it seemed obvious to me, I learned that even though such assumptions may 90% of the time be correct, sometimes they are plain wrong. And this was the case here, as I was about to find out. I assumed that they wanted to set up a mentoring system for taking care of their top talents and ensure their proper development and advancement in the organization.
It was a good thing that I first checked if this assumption was correct because I was in for a surprise. The COO’s understanding of mentoring was to appoint subject matter experts who could be consulted if anyone needed specific advice in the area of the mentor’s expertise. The purpose was to provide to any employee access to the needed expertise.
You see, had I not checked, I would have approached this case with my own assumptions and preconceived thoughts how to establish a mentoring system there. I would have been totally off track. It is important that an organization develops a common understanding of what certain terms mean for them, so that they minimize misunderstanding and ensure aligned communication and action.
I recently followed a thread on the definition of vision and mission statements on LinkedIn and got tired reading it after about 80 posts. In total there were a couple of hundred comments, many of them very passionately claiming that they have the ‘right’ answer and rejecting with equal amount of passion any other definitions. It was amusing and at the same time insightful to observe how excited people could get over two harmless words.
If people can get so engaged about two words when nothing is at stake, can you imagine how serious the implications could be for any leader or organization in terms of communication within the organization?
Over the years, working as an executive myself and having coached and trained hundreds of senior executives, I have learned to appreciate how important it is for an organization to develop a common ‘language’ and ensure that everyone in the organization adopts the same understanding of ‘soft’ words that are frequently used, such as vision, mission, strategy, management, leadership, coaching, mentoring, counseling, consulting, etc. To do so effectively, I found it’s helpful to openly admit that there are no strict official definitions for these terms and then agree on certain definitions for the said terms, within the organization. Everyone in the organization should be encouraged to adopt these definitions in order to facilitate effective communication. This is ever more important in multi-cultural teams or organizations.
Developing a common language, by the way, has some other advantages aside from reducing misunderstanding. It also leads to stronger groupness (sense of belonging to the group) which is a contributing factor to higher engagement and loyalty.
In case you want to know how I distinguish between coaching and mentoring, for me, mentoring is coaching plus sharing of relevant experience and assisting with the mentor’s own network. In my understanding of mentoring, an effective mentor is also an effective coach. Unlike a coach, a mentor needs to have specific and relevant experience in the field of the mentee and is able to make use of his network of contacts to help the mentees in their advancement. As a result, a mentor is typically more senior than the mentee. This is not necessarily the case for coaching.
If you want to know my definition of coaching, feel free to contact me and I’ll be glad to share it with you.
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Charlie Lang is the founder Progress-U Limited, established in 2002. His mission is to assist his clients in becoming excellent leaders for the benefit of all stakeholders. He is a passionate executive coach and mentor, public speaker and trainer, and author of books and over 100 articles related to leadership, change management and corporate coaching.
His book "The Groupness Factor" (see http://www.progressu.com/groupness-book.php), published in August 2005, talks about corporate success culture through first class leadership. Charlie’s articles appeared in Human Resources, FZ Magazine, Banking Today, SCMP, Effective Executive, A Plus, and Career Times. He was interviewed by RTHK and Cable TV.
Charlie is a founding member and President (2007/8 and 2008/9) of the Hong Kong International Coaching Community and currently authors his second book, a business fiction on Corporate Coaching Culture.
You may copy any of the Manager as Coach articles written by Charlie Lang to your web site, or distribute them in your e-zine or magazine, provided that you include the following attribution (including links to http://www.progressu.com):
With permission of Charlie Lang, Executive Coach and Founder of Progress-U Ltd
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