Welcome, fellow harmonious workplace seekers! In episode 58 of the Harmonious Workplaces podcast, hosts Rich Cruz, Sharyl Volpe, and Ben Kleinman delve into a crucial aspect of organizational evolution: The Role of Mentoring and Coaching in Supporting Change. In today’s rapidly shifting business landscape, the ability to adapt and transform is paramount. As this engaging conversation highlights, mentors and coaches can be invaluable guides through these often-turbulent waters.
The episode begins by establishing a foundational understanding of the key terms. Ben Kleinman poses the initial question of whether it’s necessary to differentiate between a coach, a mentor, an advisor, and a more-experienced colleague. The consensus is that while overlaps exist, distinct characteristics set them apart. Rich Cruz suggests that a mentor often goes alongside the person, guiding them, while a coach focuses more on helping the individual solve their problems. Sharyl Volpe adds that mentorship tends to have a wider breadth, encompassing self-esteem, EQ, and personal development, whereas coaching is often more outwardly focused on skills and actions. Ben further elaborates, noting that mentors might have a greater responsibility for their protégés’ growth within an organization. At the same time, coaches are often hired for specific skills development and may not be responsible for the individual’s overall improvement. A key distinction highlighted is that a mentor doesn’t necessarily need to be a subject matter expert in the mentee’s field, whereas a coach usually does.
The conversation then pivots to the central theme: how mentoring and coaching can support organizational change. The hosts explore various scenarios where their involvement can be particularly beneficial. Sharyl Volpe suggests that engaging a coach or mentor is wise to prepare for the unknowns when entering new or challenging territory, such as a promotion or a new company. Ben Kleinman points out that while coaching for leadership development and mentoring for new hires are relatively common, coaches or mentors’ proactive engagement for change initiatives might be an underutilized opportunity. He proposes that change sponsors could benefit from bringing in someone to oversee a significant change, especially if the person leading the charge is new to that role.
Rich Cruz shares experiences where coaches were brought in preemptively based on prior positive experiences or when internal mechanisms weren’t working and an outside perspective was needed. He likens these individuals to “Gandalf” figures who arrive when needed to guide the process. Sharyl Volpe emphasizes the importance of bringing in such support before reaching a crisis point where a “fixer” is required.
The Role of Change Agents
The discussion also touches upon the role of change agents, champions, or shepherds within an organization. These individuals, often subject matter experts with strong interpersonal skills, help to evangelize and guide people through change. Ben Kleinman raises the question of whether these change agents also take on a coaching role and whether they are equipped with the necessary coaching skills. Rich Cruz connects this to Cotter’s eight-step change model, where a guiding coalition and a “volunteer army” are crucial for social activation and overcoming complacency.
Psychological Safety
A significant aspect of the conversation revolves around psychological safety. The hosts discuss how mentors and coaches, particularly external ones, can often create a safe space for individuals to express concerns and navigate change uncertainties. Sharyl Volpe notes that the context of their engagement is crucial; if they are explicitly brought in to facilitate change, it’s generally understood. Rich Cruz wonders how internal change agents can also foster this psychological safety.
Takeaways
So, when should one seek out a coach or mentor in the context of change? The episode offers several indicators:
- When someone new or less experienced is leading the change day-to-day.
- When an external consultant leading the change needs help navigating internal culture, stakeholders, or politics.
- At the first sign of vague answers, lack of detail in updates, or pushback when seeking clarity.
- When feedback from others indicates the change is not going well.
- When entering unexplored territory, like a new role or a significant organizational shift.
- Proactively, as a planned effort by change sponsors for substantial initiatives.
- When internal mechanisms are not working effectively.
- When managers or leaders recognize they need extra support beyond their existing skillset, they require humility and self-awareness.
The hosts also touch upon potential challenges. Ben Kleinman highlights that a lack of self-awareness or humility in leaders can make it difficult for them to recognize the need for coaching or mentoring. Sharyl Volpe brings up the critical issue of brain drain, where experienced employees with invaluable tacit knowledge leave without passing it on due to a lack of structured mentorship. Rich Cruz emphasizes the importance of knowledge capture before these “Gandalf,” “Glinda,” or “Yoda” figures depart.
In conclusion, episode 58 of Harmonious Workplaces underscores the vital role that mentoring and coaching can play in navigating the complexities of organizational change. Mentors and coaches can significantly increase the likelihood of successful transitions by providing guidance, fostering psychological safety, and offering objective perspectives. Recognizing when to seek their support, whether proactively or reactively, is a key step towards creating a more adaptable and harmonious workplace. As Rich Cruz aptly puts it at the episode’s close, it’s about learning to “make change your friend”. The hosts also encourage listeners to share their experiences and insights on this critical topic.
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