Coaching and Mentoring in L&D Gathering - Notebook LM summary

Speaker A: Ever get that feeling, you know, like you're moving along in your career and then suddenly you hit this point, you're like, wait, what now?

Speaker B: Oh, yeah.

Speaker A: Have you ever thought about how having someone there, a coach or a mentor, could be that thing that, like, opens up all these possibilities or even helps you make a huge career change?

Speaker B: That's such a relevant question, especially for us in learning and development. And not just for us personally, but for the people we're trying to help grow too.

Speaker A: Definitely. And guess what? That's exactly what we're diving deep into today. Coaching and mentoring. But specifically within the world of L and D. We've got this amazing collection of recordings from a recent L and D event. So many great professionals all gathered together.

Speaker B: It's like we're giving you a VIP pass to some really insightful conversations. Like, you're right there in the room.

Speaker A: Seriously. We're talking L and D specialists, instructional designers, coaches themselves, and even HR experts. Um, all sharing their perspectives, their advice, their stories.

Speaker B: A real treasure trove of wisdom.

Speaker A: So for everyone listening, our mission today is to pull out those golden nuggets about coaching and mentoring. What are the big differences between them? Um, what are the unique benefits? And how can you actually use this stuff in your own career?

Speaker B: Love it. So let's kick things off by looking at why coaching and mentoring are so crucial for our careers. And to do that, let's turn to a session led by Kikalola and Mekafor. Right off the bat, she asked the audience about their experiences with coaching and mentorship in their L and D journey.

Speaker A: I bet there were some interesting stories there.

Speaker B: Oh, there were. Some folks had actively sought mentors throughout their career, while others felt they'd kind of figured things out on their own,

Speaker A: which, you know, you can totally do.

Speaker B: Mhm.

Speaker A: Especially as you gain more experience.

Speaker B: Exactly. But what Kikilola's work really highlights is how guidance can accelerate that process. You know, she talked about her work with highly skilled immigrants in Canada who were transitioning into instructional design. And what's fascinating is that for many of them, it wasn't about having tons of fancy certifications.

Speaker A: Really? So what was it about then?

Speaker B: It was about quickly learning the essential skills needed for instructional design, knowing how to effectively showcase their existing skills and experience, and being able to translate their past professional lives into this new L and D world.

Speaker A: I see, like, reframing their experience to fit the L and D mold.

Speaker B: Exactly. And another interesting point she made was about the diverse motivations of the people she worked with. Some were laser Focused on getting a job fast to support themselves financially.

Speaker A: That m makes sense.

Speaker B: Others were thinking about creating passive income streams by designing and selling their own training materials. You know, taking their knowledge and turning it into a business.

Speaker A: Clever. So they were upskilling for entrepreneurial reasons.

Speaker B: Precisely. And it wasn't just about people making complete career shifts either. Some were already in their field and wanted to level up their skills. Like she mentioned a change management professional who took an instructional design course so she could better understand and work with the instructional designers on her team.

Speaker A: Ah, uh, so she wanted to speak their language.

Speaker B: Right. And let's not forget about the educators who were looking to take their skills and apply them in a new environment.

Speaker A: Yeah, I can see how those skills would be in demand across different sectors. So we're seeing that the needs and goals are super diverse within L and D, right?

Speaker B: Totally. And both coaching and mentoring can be tailored to address those individual needs. Now, Christine Duguay, she brought up a really useful framework for understanding the differences between managing, mentoring and coaching.

Speaker A: Okay, let's unpack that, because I think this is something everyone listening can benefit from. How did she define mental managing?

Speaker B: So for Christine, managing is all about solving problems, giving direct instructions. You're telling people what needs to be done, how to do it based on set expectations. The manager is really the one who owns the responsibility here.

Speaker A: Got it. So it's very top down.

Speaker B: Exactly. Then you have mentoring, which is more about sharing knowledge and experience. The mentor's role is to offer insights, guidance, maybe some helpful advice and examples. But ultimately, the mentee drives their own discoveries and growth.

Speaker A: Interesting. So the ownership shifts in mentor.

Speaker B: Right. And finally, we have coaching. Christine described this as the art of asking powerful questions to stimulate thinking, reflection, self discovery. The coach helps the individual create their own action plan and figure out how they'll stay accountable. In this case, the coachee takes full ownership of the process.

Speaker A: Okay, I'm starting to see the distinctions here. Yeah, but do you think she had any, like, easy to remember ways to differentiate between the three?

Speaker B: She did. She had these great analogies. She compared managing to each other, keeping a ship afloat, like making sure the day to day runs smoothly.

Speaker A: I like that.

Speaker B: Uh, mentoring, she said, is about ensuring someone's not stuck in a job they hate.

Speaker A: Oh, that's so true.

Speaker B: And coaching, she called it the secret sauce to unlock someone's full potential.

Speaker A: I love those analogies. They really paint a picture.

Speaker B: Right. She said she'd coached over 35 people in 2024 her from all sorts of backgrounds and locations.

Speaker A: That's a good sample. I wonder what kind of common themes emerged.

Speaker B: Well, the biggest issues her client struggled with were things like a lack of self confidence and that whole imposter syndrome thing.

Speaker A: Yeah, I think we've all felt that at some point.

Speaker B: Absolutely. And then there was uncertainty about what their next career move should be. Or even just the desire for a, uh, complete career change.

Speaker A: A, uh, career 180.

Speaker B: Yeah, exactly. And then, of course, those classic work life balance struggles and the difficulty of setting boundaries.

Speaker A: It's so true, though. Professional development isn't just about learning new skills. It's about all those other things that impact our lives too.

Speaker B: Completely agree. And Christine actually shared a personal story about working with a coach herself. She realized she tended to hold on to emotions, and her coach helped her understand and manage those triggers so she could respond to situations with more calm and clarity.

Speaker A: Wow. That's a powerful example of the impact coaching can have.

Speaker B: It is. Okay, let's move on to Nicole Latoyle's session, which was all about unpacking the differences between coaching and mentoring. Nicole has a ton of experience as a classroom teacher and induction coach, and she's even developed coaching programs. So she knows her stuff.

Speaker A: She sounds like the perfect person to break this down for us. What was her approach?

Speaker B: She actually referenced the book Blended Coaching, which defines a coach as someone who helps a learner successfully complete a specific task or set of tasks. It's very goal oriented.

Speaker A: Okay, so very focused. Yeah. And how did they define mentoring?

Speaker B: Mentoring is when a more experienced person works with someone less experienced to provide more general career support or help with personal development.

Speaker A: So less task focused and more about broader guidance.

Speaker B: You got it. To make this even clearer, Nicole gave some really relatable examples. She talked about a mentor helping a new teacher with everyday stuff, like how to enter grades or schedule parent meetings.

Speaker A: Those practical things that can feel overwhelming when you're new.

Speaker B: Totally. And then she contrasted that with coaching, which is more about achieving specific professional goals. So, like, if someone wants to improve their presentation skills, a coach would help them develop targeted strategies and practice those skills.

Speaker A: I get it. One's about navigating the day to day, the other is about achieving specific outcomes.

Speaker B: Yep. Nicole then outlined some other key differences between coaching and mentoring. First up, purpose and structure. She said mentoring tends to be less structured, more organic, while coaching usually happens within a more formal program with a

Speaker A: defined structure that makes sense. One's more free flowing, the other's more structured.

Speaker B: Right. Then there's the duration. Mentorships can last a lifetime. Even becoming personal friendships. While coaching is more specific and time bound.

Speaker A: Interesting. And what about expertise and outcomes?

Speaker B: Well, Nicole said that coaches don't necessarily need to be experts in the coaches field. They their strength is in asking great questions and understanding human behavior to help people grow. Mentors, on the other hand, usually give advice based on their experience and knowledge in a specific field.

Speaker A: I can see that. And yeah, outcomes in mentoring might be harder to measure.

Speaker B: True. And lastly, she talked about the nature of the relationships. Mentorships can get more personal over time, while coaching relationships tend to stay more formal.

Speaker A: Okay, I'm really starting to grasp the. The nuances here. Did she give any examples to illustrate these differences?

Speaker B: She did. She played a little game with the audience, presenting scenarios and asking if they were examples of coaching or mentoring. For example, helping someone improve their project management and communication skills through feedback on their work was seen as coaching.

Speaker A: Okay, because it's about developing specific skills for their current role.

Speaker B: Exactly. Another scenario was helping someone improve their negotiation skills through role playing. That was also considered coaching. Although Nicole said a mentor with strong negotiation skills could definitely use those same techniques. So sometimes there's overlap, but the focus and intention are different.

Speaker A: I see. So it seems like if you're looking for a mentor, you should look for someone with experience in the area you want to grow in. Good communication skills and a real commitment to supporting you.

Speaker B: That's a great takeaway. Now let's shift gears and hear from Tara Myers, who talked about the benefits of professional coaching. Her background in hr, talent management and organizational development gives her a really well rounded perspective.

Speaker A: Perfect. What does she highlight in her session?

Speaker B: Well, she started by getting the audience involved, asking about their own experiences with coaching. Some people said they felt pushed to dig deeper into issues than they would have on their own, which shows the power of having someone guide your reflection. Others emphasized finding a coach who's a good fit for your personality and needs.

Speaker A: I bet that's super important. And I wonder if the whole coaching versus therapy thing came up.

Speaker B: It did. Some folks were worried about that line getting blurred.

Speaker A: Understandably.

Speaker B: So Tara addressed it head on, stressing the importance of setting clear goals at the start of any coaching engagement. And she reassured everyone that certified coaches are trained to maintain ethical boundaries.

Speaker A: Good point. Coaching and therapy are different things.

Speaker B: Absolutely. Tara then moved on to the icf. That's the International Coaching Federation. Core competencies. Basically the essential skills and principles of effective coaching.

Speaker A: I, uh, bet those would be helpful for anyone considering working with a coach or even wanting to develop their own coaching skills.

Speaker B: Definitely she broke them down into three main areas. First, you have the foundation, which is all about ethics and having the right coaching mindset.

Speaker A: That's the bedrock.

Speaker B: Then you have the co creation of the relationship. This is about establishing a clear agreement, building trust and being fully present during sessions.

Speaker A: So it's a collaborative process.

Speaker B: Absolutely. And finally there's cultivating learning and growth, which involves active listening to understand the coach's perspective and helping them gain new insights.

Speaker A: It sounds like it requires a lot of self awareness, both from the coach and the coachee.

Speaker B: Totally. Tara shared a personal story about realizing she was holding on to emotions and how coaching helped her become more aware of her triggers and manage her responses better.

Speaker A: Another great example of how coaching can be transformative.

Speaker B: It is. And to explain the action oriented nature of coaching, Tara used this clever analogy about cleaning a cluttered basement. You set a timeline, define your goals, identify obstacles. It's all about taking action.

Speaker A: Love that. It makes it feel less abstract and more manageable. Okay, let's zoom um out a bit and look at creating a coaching culture, especially with busy leaders. Stephanie Licata had a session on this, right?

Speaker B: She did. And with her experience as a leadership consultant and coach, she had some valuable insights. Her main point was that coaching skills shouldn't be limited to professional coaches. Instead, they should be integrated into leadership roles at all levels to boost performance and development.

Speaker A: So it's about a more widespread approach to coaching within organizations.

Speaker B: Exactly. She emphasized the need for leaders to shift from the traditional boss mentality to a more supportive coach approach. She even referenced the Gallup book It's the Manager, which talks about the huge impact the manager employee relationship has on engagement.

Speaker A: Oh, I've heard that's a great book.

Speaker B: It is. And to become effective coaches, leaders need self awareness, the ability to focus on their team members strengths, and a genuine curiosity. They need to be all about development, not just telling people what to do.

Speaker A: That's a different leadership style.

Speaker B: It is, but Stephanie was clear. The goal isn't to turn every leader into a certified coach, but to give them the coaching skills they need to develop their teams.

Speaker A: I like that. Uh, so what does she say makes up a coaching culture?

Speaker B: According to Stephanie, it's about a strong commitment to development, using coaching to support performance, and seeing coaching as an essential management skill, even putting it in job descriptions.

Speaker A: So it's about weaving coaching into the fabric of the organization.

Speaker B: Precisely. And to make it work for busy leaders, Stephanie suggested using microlearning to develop those coaching skills. Instead of long training sessions. Break down the concepts into smaller bite sized chunks that can be integrated into their daily routine.

Speaker A: That's a really practical solution. Bite size learning for bite sized time.

Speaker B: Love it. Now let's switch gears again and talk about actually building a coaching program within an organization. Bill Brantley shared his experience doing just that at the U.S. patent and Trademark Office. He's got a diverse background in project management, business analysis and talent development.

Speaker A: It sounds like he's got the perfect blend of experience for this.

Speaker B: He does. And he had some great tips on launching a program. He talked about his road shows, which were essentially him going to staff meetings in different departments to personally present the program and recruit coaches and participants.

Speaker A: Nice personal touch, right?

Speaker B: He also used email campaigns, but cautioned against bombarding people with too much information.

Speaker A: Yeah, you don't want to overwhelm people.

Speaker B: He also did things like putting flyers in the cafeteria and even creating coffee shop plays. Short skits that demonstrated the benefits of coaching.

Speaker A: Clever. Sounds engaging.

Speaker B: It was. And um, what's really impressive is that Bill credits the program's long term success to their system for measuring results. They used surveys to gather feedback and worked with the office of Chief Economist to analyze productivity statistics.

Speaker A: Data driven decision making at its best,

Speaker B: and the data was pretty amazing. Bill said that 54% of the increase in productivity was attributed to the coaching program.

Speaker A: Wow. Talk about proving the value of coaching.

Speaker B: Exactly. Someone in the audience, Sarah, asked Bill for advice on upskilling and project management. Especially if you don't have a business background. Bill's response was really encouraging.

Speaker A: What did he say?

Speaker B: He basically said that project management skills are transferable. If you've ever planned a big event, a vacation, even a household move, you've used project management principles.

Speaker A: It's true. We all manage projects in our lives.

Speaker B: He recommended seeking out projects at work to gain experience, finding a project manager mentor, and developing both hard skills like planning and budgeting and soft skills like communication and teamwork.

Speaker A: Great advice. M. It's a good reminder that project management isn't just about technical stuff, but also about people skills.

Speaker B: Absolutely. Now let's hear from someone who's been on the receiving end of mentorship. Kirsten Williams shared her insights as a mentee and it's a really inspiring story.

Speaker A: Awesome. Let's hear it.

Speaker B: So Kirsten, who's now a senior instructional designer, talked about starting out in the field with zero experience. She was totally open about having a lot to learn and was willing to embrace that learning process.

Speaker A: That's such a great attitude.

Speaker B: She even said she was okay with looking like an idiot. And was always up for trying things outside her comfort zone, knowing those were the best learning opportunities.

Speaker A: I love that.

Speaker B: Uh, her relationship with her mentor evolved organically. The mentor saw her potential and Kirsten took the initiative to learn and grow. In just four years, she went from not knowing what a design document was to managing a major client and taking on leadership roles.

Speaker A: Wow, that's some serious growth.

Speaker B: She boiled down her experience to five key things that helped her the most. First, consistent support, Regular check ins, clear boundaries and planning for absences were crucial.

Speaker A: So setting expectations and finding a rhythm that works for both people.

Speaker B: Exactly. And Kirsten stressed that it wasn't just about the scheduled meetings, but also those in between moments, those quick questions and gut checks that built trust and open communication.

Speaker A: Those informal exchanges can be so valuable.

Speaker B: Absolutely. Second, having specific ways to reach out for guidance. Kirsten gave examples like does this approach make sense? Or how would you handle this? Each type of question helped her develop specific skills.

Speaker A: Very practical.

Speaker B: Third, trust and psychological safety. Feeling comfortable, asking dumb questions and taking risks without fear of judgment.

Speaker A: That's so crucial for learning and growth.

Speaker B: Totally. Fourth, a balance of support and challenge. Being pushed beyond her comfort zone while feeling supported.

Speaker A: That's the sweet spot.

Speaker B: It is. And finally, belief and encouragement from her mentor. That's what fueled her self belief and drive.

Speaker A: Such an important point. So to sum it up, Kirsten believes great mentorship builds confidence, resilience and independence. And it's about listening between the lines and providing the right balance of support and challenge.

Speaker B: Couldn't have said it better myself. Now let's talk about coaching and mentoring in remote and hybrid work environments. Maryam um Abdoukadir, who specializes in conflict resolution and learning design, shared her insights on this.

Speaker A: That's such a relevant topic these days.

Speaker B: It is. Mariam has been both a mentee and a mentor in these settings, so she's got a unique perspective. Her focus is on finding solutions collaboratively in these digital environments.

Speaker A: Collaboration seems even more important when you're not face to face.

Speaker B: It does. She talked about tailoring her mentorship to her mentees needs and being upfront with her own mentors about her needs too. Like she told her mentor she needed specific guidance on freelancing.

Speaker A: That's great. Transparency is key.

Speaker B: Right. She also emphasized the importance of reading between the lines in remote interactions. Sometimes anxieties or a, uh, lack of clarity aren't explicitly stated.

Speaker A: Especially online.

Speaker B: Exactly. Mariam believes a coach or mentor's value is judged by the impact they make, not just how often they meet. So every conversation has to count quality over quantity. Exactly. Okay. Last but not least, let's hear from Kelsey Colwell, who talked about approaching coaching and mentoring with creativity and adaptability.

Speaker A: I'm intrigued. Tell me more.

Speaker B: She introduced this idea of guide versus adventurer. The guide provides all the answers, while the adventurer helps the mentee discover their own solutions.

Speaker A: Interesting. So it's about facilitating discovery, not just giving instructions.

Speaker B: Exactly. And she talked about those four levels of competence. You know, unconscious incompetence, conscious incompetence, and so on. She encouraged everyone to reflect on their own readiness levels, both as coaches, mentors, and as mentees.

Speaker A: That self awareness is so important.

Speaker B: She even provided a chart for self evaluation in areas like subject matter, expertise, coaching, mentoring skills, and experience. Applying knowledge.

Speaker A: Wow. Very thorough, right?

Speaker B: And she stressed being comfortable with improvising and putting the mentee's needs first, even above your own expertise. She called it being a servant leader in application.

Speaker A: Beautiful way to put it. It's about putting the other person's growth first.

Speaker B: Couldn't agree more. And to wrap things up, we had a session called Mentoring Forward with Janine Galligan, Heidi Blair, and Briana Pinero all sharing their experiences with mentorship.

Speaker A: Sounds like a great way to close out the event.

Speaker B: It was. And just a quick note. Luis Malbus, the organizer, pointed out that many successful instructional designers have strong mentor mentee relationships. He's also working on building a platform to connect mentors and mentees in our field.

Speaker A: That's awesome. Facilitating those connections can make such a difference.

Speaker B: Totally. So as we reach the end of our deep dive, it's clear that coaching and mentoring are powerful tools for both career and personal growth. We've seen the differences between managing mentoring and coaching, the essential skills of coaching, and the importance of being adaptable and focusing on the mentee's needs.

Speaker A: My biggest takeaway is that everyone, no matter where they are in their career, can benefit from having a coach or mentor or being one themselves, 100%.

Speaker B: So think about your own situation. What kind of support would be most valuable for you? Do you need guidance in a specific area or someone to help you uncover your potential and define your goals? Or maybe you're ready to develop your own coaching skills to help your team.

Speaker A: If you're feeling inspired, I encourage you to revisit those key ideas. We've covered the differences between coaching and mentoring, the ICF core competencies, the guide versus adventurer concept, and those levels of readiness. Think about the advice from our speakers on building relationships, providing support and setting goals.

Speaker B: And here's a final thought to ponder in, uh, a rapidly changing professional landscape. How can actively seeking or offering mentorship and coaching become a constant source of growth and resilience for you and everyone around you?

Speaker A: At the end of the day, investing in your professional development, whether by seeking guidance or offering support, is invaluable. It's how we navigate the challenges of our careers and contribute to the growth of the L and D community. Thanks so much for joining us on this deep dive.

Speaker B: It's been a pleasure.