Janetta Rhea A.

- 01616230045

1. Prepare a Mentoring Plan taking example of any organization or your own

experience reflecting the Phases of Mentoring Process.

Taking the example of hospital environment, as a doctor.

a. Preparation Phase
Goals:
 Identify potential mentees.
 Establish objectives and expectations.
 Prepare resources and materials.
Actions:
 Identify Mentees: Collaborate with department heads to identify junior doctors or
medical students who could benefit from mentoring.
 Set Objectives: Define the specific goals for the mentoring relationship, such as
improving clinical skills, navigating hospital systems, or career development.
 Gather Resources: Collect materials such as clinical guidelines, case studies, and
relevant literature that will aid in the mentoring process.
 Self-Assessment: Reflect on your own experiences, strengths, and areas for
improvement to better understand how to support your mentee.
b. Negotiation Phase
Goals:
 Establish a mentoring agreement.
 Define roles and responsibilities.
 Set clear expectations and boundaries.
Actions:
 Initial Meeting: Schedule an initial meeting to get to know the mentee, discuss their
goals, and understand their expectations.
 Mentoring Agreement: Develop a formal or informal mentoring agreement outlining
the goals, frequency of meetings, and duration of the mentoring relationship.
 Set Expectations: Clearly communicate your expectations regarding commitment,
confidentiality, and professional behavior.
 Role Clarification: Define your role as a mentor and the mentee’s role, ensuring both
parties understand their responsibilities.
c. Enabling Phase
Goals:
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 Provide guidance and support.

 Foster the mentee’s professional growth.
 Encourage independence and critical thinking.
Actions:
 Regular Meetings: Schedule regular check-ins (weekly or bi-weekly) to discuss
progress, challenges, and areas for improvement.
 Skill Development: Provide opportunities for the mentee to observe and practice
clinical skills, participate in rounds, and attend relevant workshops or seminars.
 Feedback: Offer constructive feedback on the mentee’s performance, highlighting
strengths and suggesting areas for development.
 Networking: Introduce the mentee to other professionals within the hospital and
encourage participation in professional organizations or conferences.
 Support: Be available to answer questions, provide guidance on difficult cases, and
offer emotional support when needed.
d. Closure Phase
Goals:
 Reflect on the mentoring relationship.
 Celebrate achievements.
 Plan for future development.
Actions:
 Final Review: Schedule a final meeting to review the mentee’s progress, discuss
what has been achieved, and identify any remaining areas for improvement.
 Feedback Exchange: Provide the mentee with feedback on their growth and ask for
feedback on your mentoring approach.
 Celebrate Success: Acknowledge and celebrate the mentee’s achievements and
milestones reached during the mentoring relationship.
 Future Planning: Discuss the mentee’s future goals and provide advice on how to
continue their professional development. Encourage them to seek out new mentoring
relationships or become a mentor themselves.
 Formal Closure: Officially end the mentoring relationship while leaving the door
open for future informal interactions and support.
Additional Considerations
Evaluation:
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 Regularly assess the effectiveness of the mentoring process through surveys or

informal feedback sessions.
 Adjust the mentoring plan as needed based on feedback and changing circumstances.
Documentation:
 Keep records of meetings, progress notes, and any significant milestones or
achievements.
Confidentiality:
 Ensure that all discussions and shared information remain confidential and are
handled with the utmost professionalism.
Cultural Competence:
 Be mindful of cultural differences and ensure that the mentoring relationship is
inclusive and respectful of diverse backgrounds.

2. Explain GROW & FUEL Coaching Models and also highlight the differences
between them.
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3. Coaching can improve the performance of an organization’. Explain this statement

based of arguments and examples.
Coaching can significantly enhance organizational performance through various
mechanisms. Firstly, it boosts individual performance by helping employees identify their
strengths and weaknesses, set clear goals, and develop strategies to achieve them. For
example, a sales team that receives coaching on communication and negotiation skills may
see an increase in closed deals, leading to higher overall sales for the organization.
Additionally, coaching fosters a supportive environment, improving employee engagement
and retention by making employees feel valued and invested in their personal growth. In a
healthcare setting, nurses who receive coaching on stress management and career
development report higher job satisfaction and are less likely to leave, resulting in a more
stable and experienced workforce.
Furthermore, coaching is crucial for developing leadership skills across the organization.
It helps potential leaders gain confidence, improve decision-making, and adopt effective
management practices. For instance, mid-level managers in a tech company who undergo
leadership coaching can manage their teams more effectively, leading to increased
productivity and a more cohesive work environment. Coaching also enhances problem-
solving and innovation by encouraging critical thinking and creativity. A product
development team in a manufacturing firm that receives coaching on creative problem-
solving techniques may develop new and improved products, giving the company a
competitive edge.
Moreover, coaching improves communication and collaboration within teams and across
departments. For example, in a financial services company, coaching sessions focused on
communication skills can lead to more effective teamwork and quicker issue resolution.
Additionally, coaching helps align individual goals with organizational objectives, ensuring
that all employees work towards the same overarching goals. In a non-profit organization,
coaching can help employees understand how their roles contribute to the overall mission,
increasing their motivation and effectiveness.
Coaching also increases adaptability and resilience by equipping employees with the
skills to handle change and uncertainty. During a merger, for instance, coaching can help
employees adapt to new processes and cultures, leading to a smoother transition and
sustained productivity. Lastly, coaching promotes a culture of continuous learning and
improvement, which is critical for long-term success. A retail company that implements a
coaching program emphasizing personal growth and professional development fosters a
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positive organizational culture where employees are motivated to continually improve and
contribute to the company's success.
In conclusion, coaching can lead to substantial improvements in both individual and
organizational performance. By enhancing skills, fostering engagement, developing leaders,
promoting innovation, and aligning goals, coaching helps organizations achieve their
objectives and maintain a competitive advantage.

4. Discuss the attributes of good coaches.

Good Listener
An effective coach excels at listening attentively, ensuring they fully grasp their coachee's
thoughts, concerns, and goals without interruptions. They also notice non-verbal cues and
provide suitable feedback, fostering a trusting and supportive coaching relationship.

Process Expert
A skilled coach understands the essential methodologies and frameworks needed to guide
coachees through problem-solving and goal-setting. This expertise ensures that coaching
sessions remain productive and focused, helping coachees develop structured approaches to
achieving their goals.

Technical Expert/Knowledgeable
A proficient coach possesses extensive technical knowledge and expertise relevant to the
coachee’s field. This allows them to offer valuable insights, share best practices, and provide
informed advice, addressing specific challenges and tailoring their coaching accordingly.

High Credibility
A coach with high credibility is trusted and respected within their organization or industry
due to their experience, accomplishments, and ethical behavior. This credibility enhances the
coach’s influence and ensures that their advice is taken seriously by the coachee.

Has a Good Performance Record

An accomplished coach has a proven track record of high performance and success. Their
achievements serve as a model for the coachee to aspire to and validate the effectiveness of
the coach’s advice and strategies.
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Maintains Good Relationships

Effective coaches build and maintain positive relationships with their coachees and others in
the organization. They are approachable, empathetic, and skilled in communication, creating
a supportive environment where coachees feel comfortable discussing challenges and seeking
guidance.

Supportive
A supportive coach provides encouragement and motivation, recognizing and celebrating the
coachee’s achievements and offering reassurance during setbacks. This support builds the
coachee’s confidence and resilience, empowering them to take on new challenges and grow
professionally.