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I read so many confusing articles on the topics about leadership, mentoring, coaching,
engagement and other general management topics. Many of these articles are treated as
separate and distinct topics written by people who have never held a leadership position,
but are self-proclaimed leadership experts. Many articles are also oversimplified,
abstract representations of reality from an academic or intellectual perspective. Finally,
there are too many leaders, managers, consultants, educators, and continuous
improvement practitioners simply mimicking practices of others, and going through the
standard motions of change leadership, mentoring, and coaching. The competency of
mentoring and coaching doesn't automatically come with a Black Belt or Lean Sensei
certificate. Culture change does not respond well to these short-sighted tactics.
The world is evolving at warp speed, rendering many of our traditional beliefs and best
practices to become obsolete. "Management" is one of these examples and requires an
upgrade to its accepted and antiquated definition. The purpose of this post is to redefine
management, clarify the differences between mentoring and coaching, and demonstrate
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the need to re-integrate all of these concepts to achieve leadership, operating, and
cultural success.
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As I mentioned in my previous Applied Leadership posts, I have been blessed working
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with over 350 client organizations in 48 states and in 23 different countries around the
globe. This represents working with thousands of executives and managers with a wide
variety of egos, backgrounds, specialties, operating styles, motivations, and localized
Terence T. Burton 102 20 505
cultures. This journey has, and continues to provide a phenomenal opportunity to assist
leaders and direct their organizations through a broad spectrum of transformation
initiatives.
What have these experiences and working with thousands of great people taught
me? Leadership is a lifelong journey of learning and development . . . and it includes
failure, humility, embarrassment, humbling experiences, and many scuffs on the
knees. The ability to lead, manage, mentor, and coach cannot be achieved with a quick
45 minute read of a fiction leadership novel or attending a five-day workshop. And it
doesn't come by osmosis with a Black Belt or Lean Sensei certificate. Arrogance and
unemotional by the book facilitation doesn't get you anywhere, but observing and
listening to others, living in their empathy and experiences, and shared learning makes a
world of difference. True leadership competencies are learned and developed through
long term, direct and active engagement with other people with their own diverse
backgrounds, cultures, values, personalities, motivations, and human frailties. There's
no substitute for experience - Not measured in years but by thousands of personal
discovery moments in a variety of leadership, change management, and human drama
situations. The greatest reward is adapting to these challenging human situations,
helping people develop, grow, achieve their full potential, and do the same for others
around them.
I was visiting with an executive who made a statement that I will remember as long as I
live: "It's no wonder why we're not getting anywhere! We're just throwing
groups of unskilled and inexperienced people together with vague
Messagerie
directions, calling one of them the leader, and then expecting them to be a high
performance team." Success requires much more than going through the motions.
I have visited with so many organizations that claim, "Sounds great but we don't
have time for mentoring and coaching." Not the first or hundredth time I've heard
this. I am always amazed that these same organizations always find the time to deal with
the same recurring problems, over and over again. This is frustrating environment for
employees who often know how to prevent these wastes but are stuck (without a
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voice) working within an inefficient process. Look - If you have time to do things over,
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you have more than enough time to mentor, coach, develop, and engage people in
eliminating problems at the source. For the short-sighted, this is a real productivity
improvement.
Terence T. Burton 102 20 505
Below is a framework of how we view these topics. First of all, the traditional definition
of command and control management is 95% irrelevant in today's world of work. We
won't dwell on the Old Management part of the framework. Any organization not
providing career growth and talent development opportunities, or managers walking
around using Attila the Hun tactics to make the monthly numbers is doomed by their
own actions. Any associate working in these environments is not committed, shows up
only to pay bills, and has one foot out the door. Recognize that management has,
however evolved to where it needs a different definition that includes a high degree of
mentoring and coaching.
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Leadership, management, mentoring, and coaching are different, but all integrate very
nicely with each other to build and nurture a powerhouse culture. The left side of the
framework provides specific objective attributes of mentoring, coaching, and traditional
management. This particular panel addresses New Management and provides the
differences between mentoring and coaching. In the framework, Leadership is an
overlay; Both Leadership and New Management include almost identical mentoring and
coaching but at different levels, time horizons, and degrees of focus. Leadership is
mentoring and coaching for the longer term to develop the organizations broader core
values, relationships, development needs, and a cultural standard of excellence.
New Management mentoring and coaching is highly aligned to Leadership but is more
focused on daily patterns of behaviors, shorter term skills development, fluid teaming
best practices, and competency expansion (KATA). Leadership creates the learning and
development environment and infrastructure to keep everything in synch. With the right
infrastructure and metrics, Leadership and New Management provide a check-and-
balance of sorts on each other. This is my perspective on how New Management has
(must) evolve to for a successful operating environment and no-limits culture. Notice
that I mentioned that traditional management is 95% obsolete. Daily realities require
that traditional management practices are sometimes necessary to intervene or turn
around some people and behaviors going astray. Humans respond to different
leadership, management, mentoring, and coaching approaches. As I mentioned
previously, situational leadership experiences provide a huge advantage in change
leadership.
The key takeaway of the New Management framework is that we live in a new world
where people should be fully engaged and empowered, have full authority and
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constantly challenged by self-management, and continuously develop the hard and soft
skills to improve autonomously as a normal way of thinking and working. Human
capital is the primary means to strategic and operating success.
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The concepts behind mentoring and coaching are not new. However there's a big
difference between "talking about" or "knowing how to" do these things, and living it
every day through formal structured means and deliberate actions. It's the last part of
this statement that adds the newness to mentoring and coaching.
We mentioned earlier in this post that there is too much going through the motions of
mentoring and coaching, and not enough serious development around the relational,
adaptive skills, values, problem solving, self-management, and human dynamics
competencies. Lack of commitment, passion, experience, interest, time, and other
detractors stop mentoring, coaching, engagement, and empowerment dead in its
tracks. Worse yet, whatever mentoring and coaching behaviors, choices, and actions are
being practiced . . . Are being observed by the organization 100% of the time - Evolving
culture either forward, steady-state, or backwards.
The figure below provides an overview of our Leveraged Mentoring and Coaching
framework. These are the mission-critical components for getting mentoring and
coaching right at all levels of the organization.
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Leveraged – This is the equivalent of using debt financing to increase Essayez Premium
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shareholder value. Organizations borrow the extensive background and experiences
of the seasoned mentor and coach. The velocity and magnitude of improvement is
amplified by their collective skills, knowledge, and implementation experiences in
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hundreds of previous initiatives and thousands of successfully completed projects.
An important factor in this area is the ability to help leadership and improvement teams
uncover and logically scope out new improvement opportunities. The other component
of this is technical problem solving guidance and expertise. Too often, this process tends
to be a misguided practitioner effort where improvement tools are naively applied in
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Today fewer and fewer organizations are looking externally, and especially
Many organizations simply copy and mimic the best practices of other
organizations. This approach at best, only makes you as good as everyone else and by
the time it is implemented, someone else has created a new level of best
practices. Knowledge of best practices and how to adapt them to the organization helps
is another key element of transformation success.
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This competency has to do with new and emerging technology that can
frame transformation in more of a near real time mode. It is predicted that 50%
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The most successful and admired leaders are great mentors, coaches, and
influencers. For sure, they always make or exceed their numbers. But they always make
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the concerted effort to challenge, mentor, teach, coach, engage, empower, communicate,
develop, and grow people beyond what was thought to be possible in their
organizations. Think about some of the great leaders you worked for/with and how they
made a lifelong impression on your career and your life. In today's environment of
instant gratification and short term performance, there's a real talent shortage of these
leaders.
Unfortunately, there are still many short-sighted leaders that may be verbally
or intellectually committed to mentoring and coaching, but their actions say that it's a
big waste of time. Everyone has the potential to be extraordinary in their own way, and
mentoring and coaching is a relatively small investment for the incremental benefits. It's
not a waste of time at all to get people emotionally committed to a common goal,
working positively together as a unified team, developing the capabilities of
engagement and empowerment, shared learning and development, and feeling the
success of professional and personal accomplishment. These are happy, high
performing organizations.
Mentoring and Coaching is the New Management. Mentoring and coaching are
complex human activities that require a career-long commitment to do it well and with
consistent positive results. Why? Because one never knows what to expect from when
dealing with diverse individuals or groups of people at different levels and places in the
organization. There is no standard practice or improvement tool to develop and grow
people because everyone is unique and different. Successful mentoring and coaching
across all the dimensions discussed in this post is a rare commodity in most
organizations.
I have a saying: "The answers are usually obvious, but getting a thousand people
to agree, embrace, and act uniformly in the same direction is the real challenge
of transformation." For the Toyota KATA disciples, recognize that successful
mentoring and coaching goes much deeper than four principles and five questions
printed on pocket cards, or a few canned, manually maintained storyboards scattered
around the production floor. Most previous treatments of KATA tend to be academic,
grossly oversimplified, and totally missing the deeper emotional, self and
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cultural development, and higher human potential discovery aspects of Essayez Premium
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transformation. We refer to this procedurelized recipe approach as a KATA Sonata
Journey, the wrong journey. Mentoring and coaching certainly has its limits when
viewed as a defined set of procedures and practices in a production area.
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The largest opportunities for improvement are enterprise-wide, not within a particular
function of department. In successful business transformations, 90% of the effort is a
much larger, enterprise-wide human transformation in spirit, behaviors, culture, and
personal and professional growth.
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Let's engage and share Mentoring and Coaching stories. Please post a
comment and share with your peers.
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20 commentaires
a very informative article, it seems to incorporate some of the 14 Toyota principles too. thanks!!
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An excellent article Terrence. 'Emergent learning' is the most effective learning. You bring this
out in your article. Re-framing leadership and management practices is critical in the 21st
Century as new forms of organizations are created. Thank you. Patrick
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Terence T. Burton
Passionate CEO and Chief Client Officer, Strategic and Operations Improvement Leader, Turnaround Expert
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