When to Coach and When to Mentor

This session will explore:

Coaching and mentoring are similar, but they are not the same. These two leadership development tactics are complementary talent and performance drivers. There are nuances between the two that can impact how each should be deployed, and if these nuances are not considered it can decrease program effectiveness and ROI, how leaders engage with coaches and mentors, and prompt misalignment over when each tactic should be used for leadership development.

Understanding the best practices and program conditions that produce optimal results for coaching engagements and mentoring sessions — especially from a behavioral science perspective — can inform the best techniques, as well as produce the most desirable outcomes for each. Further, understanding the key differences between coaching and mentoring helps to reduce the confusion over when to use a coach vs. when to acquire a mentor, and how each can complement or complete an organization’s leadership development strategy. Talent leaders should understand how each develops specific behaviors, habits, thoughts, motivations, and influences, all of which can impact employees’ performance and their ability to interact effectively with others.

It’s also critical to understand how to execute coaching and mentoring for different talent cohorts. When leadership coaching and mentoring programs are rigorously designed, they have the power to change behaviors, uncover troublesome patterns, and offer new mindset shifts that make it easier to perform at high levels, and acquire valuable new skills. This session will highlight the benefits of leadership coaching as a leadership development tool for the individual and for the organization. 

Iyad Uakoub

Iyad Uakoub

Sr. Director, Behavioral Science
Iyad Uakoub leads Behavioral Science at Sounding Board. His mission is to connect science to practice and tell evidence-based stories to fuel the company’s ongoing growth. He led L&D and People programs at three multibillion-dollar tech startups, and designed nationally recognized coaching and data insights interventions at Stanford, Purdue and the UN. He did his masters and doctoral research in organizational behavior, management, psychology at Purdue, USF and Harvard. Iyad is also a fellow at Harvard Institute of Coaching, a Fulbright scholar and a certified coach. His research interests include the intersection of leadership development, coaching as well as meaningful work, identities, and multigenerational workplaces.

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