Coaching Versus Mentoring: What is the Difference?

Many of us think that coaching and mentoring are the same thing. Below are three important indicators that show differences between coaching and mentoring.

Difference # 1

• Coaching – short-term
• Mentoring – long-term

Difference # 2

• Coaching – performance oriented
• Mentoring – development of potential

Difference # 3

• Coaching – task oriented
• Mentoring – building relationship

Mentoring

The result of successful mentoring is more productive and enjoyable working environments. Various organizations utilize mentoring to onboard and integrate new employees and volunteers. There are several benefits of good mentoring to the mentee:

• Career and job satisfaction
• Personal belief in career advancement
• Commitment to the organization

A mentor is "a seasoned employee who offers advice about the values, beliefs, norms, and accepted rituals of an organization" to a less seasoned employee (Mincemoyer & Thomson, 1998).

Coaching

Coaches are slightly different than mentors, and can have many responsibilities. In the literature, a coach is viewed as "a generalist, teacher, advisor, listener, problem solver, strategist, brainstormer, capacity builder, encourager, giver of constructive feedback, and conversational partner" (Franz & Weeks, 2008). Mentors typically are in the same professional role as their mentees, whereas coaches do not have to be (Franz & Weeks, 2008). Formal and informal leaders within organizations or communities may serve as coaches while helping clients, volunteers, and co-workers.

 How can you become a better mentor to less seasoned employees and a better coach to volunteers, clients, or junior colleagues?

Tips for Successful Mentorship

Keep this checklist close by and refer to it as a refresher before meeting with mentees:

1. Foster a trust-based relationship
2. Have a clear understanding of roles and responsibilities
3. Identify short and long-term goals
4. Help to solve problems based on collaboration

A variety of factors can influence or hinder mentoring within various contexts.

Mincemoyer & Thomson (1998) investigated factors that affected mentoring within Extension. Authors identified the following factors that affect mentoring effectiveness:

• Geographic location
• Frequency of communication
• Desire to help
• Availability
• Type of information shared
• How the relationship begins
• The ability to establish friendship with the mentee

To improve your mentoring relationship, ask yourself:

1. How often do I communicate with my mentee?
2. What is the best way for us to communicate effectively (i.e., Zoom, email, face-to-face, phone call)? Am I using this communication method?
3. Did I build friendship with my mentee? If not, what should I do to foster a better relationship?

Best Practices for Coaching

Extension specialist Nancy Fanz and executive coach Robin Weeks (2008) discuss an approach to coaching involving a triangular relationship, which benefits the coach, the individual being coached, and the organization as a whole. We grouped the key highlights from their "Tips for Successful Coaching" with common coaching themes in the literature identified by Assistant Professor and Extension Specialist Kim Allen (2008).

Consider whether or not you are applying the following tips and principles to your current coaching relationships.

1. Intentionally work to establish a relationship with the coachee
2. Introduce the coachee to organizational culture and opportunities within organization
3. Identify the coachee's needs or problems
4. Develop clear goals and outcomes
5. Help set specific steps to get closer to the overall goals
6. Establish expectations
7. Be accessible by managing your time
8. Set up specific meeting times for your coachee
9. Evaluate results together

Finally, remember: "a coach has no personal agenda but rather focuses on the employee's performance (Fanz & Weeks, 2008)." Change is a process. A coach is always:

• Patient
• Intentional
• Constructive
• Encouraging
• Specific
• Consistent

Moving Forward

We distinguished between coaching and mentoring and provided you with practical tips from the literature to help improve your practices in these areas. More coaching and mentoring resources for further reading are shared below. Thanks for reading!

 And please, check back sometime soon for more leadership strategies and tips to aid your leadership professional development.

References and other mentoring and coaching articles

Allen, K. (2013). Coaching: A Tool for Extension Professionals (joe.org) Journal of Extension, 51(5), n5. 

 Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for protégés: A meta-analysis. Journal of Applied Psychology, 89(1), 127.

 Byington, T. (2010). Key to Success Mentoring Relationships. Journal of Extension, 48(6), 1-4.

 Franz, N., & Weeks, R. (2008). Enhancing Extension employee coaching: Navigating the triangular relationship. Journal of Extension, 46(5).

 Ghosh, R., & Reio Jr, T. G. (2013). Career benefits associated with mentoring for mentors: A meta-analysis. Journal of Vocational Behavior, 83(1), 106-116.

 Mincemoyer, C. C., & Thomson, J. S. (1998). Establishing effective mentoring relationships for individual and organizational success. Journal of Extension, 36(2), 1-8.