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QUESTION: IDENTIFY POTENTIAL INDIVIDUAL, OPERATIONAL AND ORGANISATIONAL BARRIERS TO USING COACHING OR MENTORING AND DEVELOP APPROPRIATE STRATEGIES TO MINIMISE OVERCOMING THIS.
My Answer
In this discussion, I combine coaching and mentoring, previously differentiated, to examine organizational barriers in general. When I talk about a coach then obviously the counter party is the coachee when I talk about mentoring the counter party is the mentee and of course when we’re talking in an organisational context it’s likely that the sponsor possibly a line manager or the HR department using other key stakeholder creating a triangular relationship. All the points below relate to all of these relationships.
Getting Started
In terms of initiating the process, challenges such as funding, privacy, confidence, psychological safety, understanding of goals and objectives, roles and responsibilities, and the nature of the coaching or mentoring agreement including privacy and confidentiality are critical. These elements can impede the process from even starting. Clarity about the purpose, content, intent, and outcomes is essential, along with confidence in the people involved and the process itself. Without these, the process may start on a superficial level, merely as a formality, failing to deliver meaningful benefits to the individual, team, or organization.
Making Progress
For ongoing operations, it’s crucial that the coaching conversations remain confidential and that there is clear intent and progress, ensuring that the coaching or mentoring adds value to the individual and the organization, particularly in cases of corporate sponsorship. The efficacy of the coaching largely depends on a strong relationship rather than sheer productivity. Achieving a balance between relationship, productivity, personal, and task-related aspects is vital. This balance requires adequate time, a private venue, and the ability to engage openly, share vulnerabilities, and grow.
Delivering Impact
As the process concludes, one challenge is the application of new insights back in the workplace. Even with a better understanding of oneself, a product, or a method, the ability to implement changes can be hindered by factors like strategy or organizational culture, which may leave individuals feeling disempowered and mistrustful, unable to apply the new actions, behaviours, or thoughts that their learning and development have encouraged.
Cultural Fit
Alignment issues, such as a cultural mentor with extensive experience in the finance industry working within a charitable sector, can either introduce new perspectives or undermine understanding of the organization’s culture and values if there is no lived experience of the coachee’s circumstances.
Common Understanding
Overcoming these barriers is best achieved through deep understanding, engagement, and support of the coaching process, purpose, intent, outputs, and outcomes. If there isn’t a mutual understanding between the coach or mentor and the organization, frustration is likely. This understanding should be fostered through discussions about the context, roles, responsibilities, accountabilities, funding, meetings, privacy, outputs, outcomes, and performance evaluation.
Agreement on Benefit
Furthermore, understanding the broader cultural attitude towards coaching is crucial. If coaching or mentoring is perceived as remedial for failures, it will be received differently than if it is regarded as a recognition of talent. Efforts should be made to clarify not only the mechanics but also the values underlying coaching and mentoring interventions.
