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“Creating Successful Leaders”

Category Archives: training

September 14, 2022 What is the Difference Between a Coach and a Trainer?

Let’s say you are a company leader who is trying to help their team work together more cohesively and improve communication. Who would you call? Would you search for a trainer? A coach? Someone else entirely?

Though they may sound similar, a coach and a trainer usually perform very different functions. Confusion sometimes arises because people often use these terms interchangeably. However, they are distinct, and a trainer can not necessarily perform the same functions as a coach (and vice versa).

What, then, is the difference between a coach and a trainer?

In most cases, a trainer will work with a team on a specific skill, program, or technique. Training usually has a specific, prescribed program which doesn’t vary much from team to team. Training could only last a few hours (a “lunch and learn,” for instance) or could be performed over several days or weeks.

Coaching, on the other hand, is usually less focused on a specific skill or program, and more focused on outcomes. Want to improve motivation? Or create a more cohesive work team? Or help your people clarify their professional paths? A coach is probably the right choice.

Coaches may be subject matter experts in a certain area (interpersonal communication, self-discovery/awareness, women work teams, etc.), but they can usually adjust their material to fit the specific needs of the group. If they discover that the group really needs to build their confidence before focusing on interpersonal communication, they might focus on that area of improvement first.

When I’m working with work teams as a Licensed Practitioner of Insights® Discovery, I will consider the group member’s personal profiles to determine how best to work with the team. If I discover, for instance, that the group leads with a lot of “red energy,” that may mean I’m working with several strong personalities who may clash at times. If I’m working with a primarily “blue energy” group, that likely means they are data- and process-driven, and will respond well to a data-centric approach. (To learn more about what I’m talking about, please visit this blog post.)

Another example: When I’m giving a “Ten-Minute Leadership Challenge” workshop, I will run through an activity that helps identify which leadership attributes are strongest in the group, and which could use some work. I’ll then put most of my focus on the areas of improvement.

Both trainers and coaches have merit. Depending on the needs of your work team, you may need to hire one or the other. Keep in mind, individual trainers and coaches may toe the line between these two areas, taking a somewhat hybrid approach. It’s always best to do your research and, preferably, talk to past clients before making a decision about whether to hire a trainer or coach.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 

HER NEW EBOOK IS CALLED A QUICK GUIDE TO COURAGE

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October 9, 2019 5 Benefits of Mentoring Others

Hands holding a seedling
Image via Pixabay

Striking out fresh in any career comes with its own set of challenges. If you’re lucky, you’ll enter into your industry with a few contacts and entry level skills before having to navigate where to look for employment and how to distinguish yourself from a large pool of talent. While this generation of young people are capable workers in their own right, young professionals don’t have the benefit of having experienced an industry for a decade or two like their superiors. Mentoring others provides a unique opportunity to fill in the gaps for these workers and offers many rewarding benefits:  

1 . Better Outcomes and Relationships

Mentoring, like tutoring, is an interpersonal skill. When people feel their voice is heard and being encouraged to grow, they are much more likely to remain engaged with their work and voice concerns more confidently. Any time you can foster better feedback from your team, the stronger the team becomes.

2. Reputation

Building a reputation as a mentor in your industry can become a distinguishing part of your career. Often, companies seek to draw upper-talent from pools of candidates that are known in professional circles to be helpful leaders and actively collaborative. Mentoring your employees demonstrates both of these skills easily and clearly, particularly for mentors who’ve done so throughout their career. As the adage goes: “You get back what you put in.”

3. Professional Development

Just because someone can benefit from the guidance of a mentor doesn’t mean they’re without skills to bring to the table. New workers, especially young people, often come with the proficiencies or strategies needed to approach new technology or use new software. You can take advantage of the personal relationship you strike with your mentee to have them teach you how to effectively use these tools. You both walk away more competent.

4. Networking

Life is long and careers often take unexpected twists and turns. The analyst that started at your company five years ago may quickly rise in the ranks of the industry to a sector you’re interested in doing business with or simply learning more about. The more people you can foster a mentoring relationship with, the wider you cast your net across the next generation of leaders. These relationships may end up among the most important in your working life.

5. Personal Fulfillment

Any teacher can attest to this last benefit. Mentoring is an opportunity to open yourself to others whose perspective may be entirely different from your own. Learning from one another about subjects that extend beyond the scope of your job will enrich you personally and professionally.

Mentoring others is essential to bridging the gap between generations of workers. Stepping up to help guide colleagues through this process will not only reward your mentee and yourself, but your industry as a whole. So take a leap and share what you know!

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 
NOW LIVE: CHECK OUT MARGARET’S NEW ONLINE LEADERSHIP COURSE.

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May 31, 2017 How Mentoring Can Boost Your Leadership

Mentoring and leadership

It comes as no surprise to me that businesses and organizations of all types have set up mentorship programs to increase meaningful relationships among the members of their teams. Why? Because mentoring is one of the most powerful, effective forms of leadership.

Yet I’ve noticed that many are hesitant to adopt the role of mentor. They may feel that they aren’t good enough teachers, or that they lack the confidence to take ownership of their skill sets.

The truth is we’re all mentors, whether we know it or not. And while we may not have fully developed this trait, we all possess the potential to become effective mentors and, at the same time, enrich and empower our leadership.

How does mentoring another give your own leadership a boost?

1. It encourages you to always lead with a good example.

Sometimes we slip into bad work habits and mentoring another causes us to be aware of those bad habits and avoid them.

2. You discover knowledge gaps.

Your mentee may ask questions to which you don’t know the answer. That forces you to research or reach out to co-workers to find the answer, thus expanding your knowledge base.

3. You build communication and people skills.

Mentoring helps strengthen your communication skills in one-on-one situations. Since you are the authority figure, it can also build your confidence and even your public speaking skills.

4. You build credibility

Not only will you build credibility in the eyes of your mentee, but other people around the office will see you as reliable, a go-getter, and someone who knows their stuff. You have enough knowledge and poise to tutor another; you must have what it takes to perform your job well (and maybe even land a promotion!).

How to be a Mentor?

Now that we’ve discussed the benefits of mentoring to your leadership, let’s look at the best ways to be a mentor:

Mentors Lead By Example

In an article from The Journal of Leadership, educational consultants John C. Kunich and Richard I. Lester detail some key aspects of strong mentoring.

A mentor must behave at all times, both publicly and privately, as if the protégé were the mentor’s shadow.

Even in your life outside of work, when people might not be watching, you must stay consistent with your values. At the end of the day, good leadership relies upon a life of integrity. When you take a protégé under your wing, you give them clearance to assess your actions. Don’t take this lightly! It’s a big responsibility, yes, but it’s also immensely rewarding to be able to show your mentee the ropes simply by doing the work you do best.

Mentors Share Their Networks

One of the greatest resources an “old head” owns is a network of people who can help cut through the usual tangle of red tape and quickly obtain the desired result.
Networking usually relies upon sharing contacts and leads, so what better way to give your protégé a head start than equipping them with contacts? Set them up with meetings or informational interviews, give out contact information, or hand them one of your friend’s business cards. I’m sure you can think of people in your life who’ve let you into their already-established network, and I’m just as sure that you appreciate that they did.

Mentors Set Goals And Instill The Value Of Goal-Setting

It should become apparent to the protégé that there are significant differences between workable goals and pleasant but less reality-based dreams, hopes, or wishes.
Because great leaders are able to transform bold visions into reality through the implementation of planning and goal-setting, as a mentor you must also stress the importance of this skill, and work with your protégé on developing goals for themself. A good way to do this is to guide them through the process of differentiating between wishes and workable goals. Get a feel for your mentee’s hopes and dreams. Have them transfer their dreams into workable goals, and write out a long term program with them to get there. With you there as an adviser and a guide, your mentee will learn that visions truly can become reality, but only through long term planning, consistency and gradual steps.

 

Reference

Kunich, John C. and Lester, Richard I. “Leadership and the Art of Mentoring: Tool Kit for the Time Machine.” Journal of Leadership 1-2: (2001) 118, 125, 126.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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