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When looking to coach or mentor it is important that the coach or mentor analyze each situation on its own merits and then come up with the best plan of action.
It is important in these situations that there is a strong relationship between coach/mentor and the person receiving the coaching or mentoring. The nature of the quality of the relationship is emphasized in coaching/mentoring as a prerequisite for learning and satisfaction more than in other strands of development. Features that are frequently cited as contributing to that quality association are trust, promise, genuineness, listening, time for critical reflection, positive regard and caring, boundary clarity and management, questioning and challenge. These go outside the routine, automatic and instrumental conditions for learning employed by other methods and lie at the core of coaching and mentoring processes (Coaching and Mentoring Diversity in Practice, 2007).
People all respond to situations differently which means that when a manager deals with a situation they must first look...
Then they must show empathy with the person or persons involved so that they show that they completely understand the situation and then they must devise the best plan to deal with the situation. People respond better when they are treated on individual basis and with dignity and respect. All of these things are quality that goes into making a manager a good manager. In order to be a good people manager a person must know understand and know how to deal with people. Management training should include training on how to recognize these skills and use them effectively in order to have successful managers.
References
Coaching and mentoring diversity in practice. (2007). Retreived from http://www.humancapitalreview.org/content/default.asp?Article_ID=734Empathy. (n.d.). Retrieved from http://eqi.org/empathy.htm
Starcevich, M.M. (2009). Coach, mentor: Is there a difference? Retreived from http://www.coachingandmentoring.com/Articles/mentoring.html
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