What are the best practices for mentoring new coaches?

Define their expectations I think is more important. Then agree on how you can support them, establishing each others left and right limits.

Best practices for mentoring new coaches involve setting clear objectives, providing ongoing feedback, and fostering skill development. Encourage reflection, lead by example, and support goal setting using SMART criteria. Promote continuous learning through workshops and networking. Cultivate a growth mindset, empower autonomy, and regularly evaluate and adjust the mentoring approach based on the coach's evolving needs.

Mentoring new coaches is a long process. Remember, as a coach you will be responsible for changing somebody's life to a certain extent. Some of the things mentors should focus on with the new coaches are: 1. Feedback collection. We often call it radical candor. There should be a two-way feedback collection process with anonymity if cross-functional people are involved. 2. Understanding the strengths of the new coach. Which type of people or teams new coach can start working with? Don't set a new coach up for failure. Start small. 3. Introducing a culture of "Launch and Learn" will be very helpful. Ask the coach to launch new things, activities, or exercises to a small group and learn as you go.

It is the lack of communication about the intent or expectation that often creates problems in relationships. Be one step ahead by being fully open, honest, clear and concise.

Defining your role and expectations is the cornerstone of a successful coaching mentorship. As a mentor, clarify that you are a guide, not a trainer or manager. Set clear boundaries regarding the type of support you'll provide (skill development, theoretical knowledge, business advice, etc.). Discuss the mentee's desired outcomes, and jointly agree on the frequency and format of meetings. This initial definition creates a shared understanding of the mentorship journey, preventing misunderstandings and ensuring a focused and productive experience for both parties.

Leave judgment at the door. This is so hard yet so impactful. I have been mentoring a lot of coaches over the last years, and while patters repeat, I want to start every conversation with every mentee as if it's the first time I encounter them and their topic. And there's truth to this because there's a unique angle to every interaction and conversation, and it's easy to be misled to take mental shortcuts. What that leads to is then the common advice trap where I start to share what I think someone should do rather than supporting their self-directed learning. Mentorship is most powerful when mentees actively seek what they want and look for, as they are likely adult learners. You want to promote that at all costs.

In my experience as a mentor coach as well as being mentored, it is essential that their is a focus on creating a safe coaching container so that opportunities can be shared openly as a way to support growth. Be curious for the coach you are mentoring so that they can explore different paths when discussing coaching sessions. What were you feeling as a coach when you asked that question? How might have you asked differently in the future? What held you back from asking what you truly felt in the field? Being able to create a trusting environment without judgement will allow coaches you mentor to show up with curiosity and allow them to explore to support their growth as a coach. Focus on being open and objective to support success.

1. Professionalism: Maintaining a professional demeanor and treating taxpayers with respect and courtesy at all times. 2. Active Listening:Taking the time to actively listen to taxpayers' concerns, questions, and feedback without interruption or judgment. 3. Empathy: Demonstrating empathy by understanding and acknowledging taxpayers' perspectives and concerns about their tax matters. 4.Clear Communication: Using clear and simple language to explain tax concepts, procedures, and options to taxpayers, ensuring they understand their rights and obligations. 5. Confidentiality:Ensuring the confidentiality of taxpayers' personal and financial information and reassuring them that their privacy is protected.

The feedback I got from clients who experienced their very first ever coaching session is that my ‘vibe’ made them feel comfortable and safe. None of them could put their finger exactly on the ‘thing’ that made them feel at ease. This made me realize that how save your client feels in the session is all about your energy. It’s about how you feel. One of the best ways to help your client feel more save and at ease is simply by asking them how they feel and accepting whatever they tell you. It’s okey if they’re feeling nervous or stressed. It’s all part of the session. Give space to them and how a kind energy.

There are two types of feedback we need to distinguish. They have very different impacts. The first is feedback as a mentor. That's when I give feedback as a more experienced person who knows something that the other person doesn't. And this kind of feedback helps someone prevent making needless mistakes. But there's also feedback I give as a partner. And that's when I share an observation and I invite the other person to draw conclusions. That could be if somebody, for example, shared sessions ago that they had a goal, yet we noticed they haven't made progress. We share that observation neutrally without judgment and they draw the conclusion. Both should go hand in hand. And it creates a very safe space for people to grow and learn.

When mentoring new coaches, it's crucial to provide constructive and balanced feedback. Start by setting clear expectations and goals, then regularly review progress and offer specific, actionable feedback. Encourage self-reflection and growth by asking open-ended questions and providing guidance on areas for improvement. Celebrate successes and offer support in areas where development is needed. Creating a safe and supportive environment fosters confidence and enhances the learning experience, ultimately helping new coaches reach their full potential.

Coaching aids new coaches in reflection and learning by providing resources. Encourage them to set their goals, find motivation to learn constantly, and seek feedback from senior mentors to improve their skills.

Encourage coaches to reflect on their coaching experiences, identify strengths and areas for improvement, and set goals for their development. Provide prompts for reflection and encourage them to keep a coaching journal.

Best practices for Mentoring new coaches is to Facilitate : 1... A peaceful environment for you to teach your apprentice "Self Reflection" (Samples: in a Park full of Trees or a Beach or a Mountain Top ) ; AND 2... Providing multiple "Real Life scenarios" that will put your apprentice "Out on their Limbs" = to make them feel like they are Holding onto a Thread of Rope, while hanging off side of a Cliff, Thus: Knowing that IF THEY FAIL to "Expand Neuro-Limits" = to "Push their Threshholds" and to "Somehow somewhere Discover a Solution" then it will mean their Death ( meaning Clients will cease to entrust their Life's welfare in their Hands ) ; and so placing your Student into these extremes will awaken their instincts to Revive Life.

Having your a supervisor is essential! How has a having my own coach enhanced my professional development? Supervision as my Learning Hub - While accreditation from professional bodies is crucial, ongoing supervision serves as a vital platform for my learning. Blind Spot Illumination - A good supervisor is invaluable in calling out blind spots and biases, ensuring sustained growth and effectiveness in your coaching practice. So I highly recommend it!

As a mentor, it's crucial to seek feedback and supervision to enhance your own mentoring practices. Regularly discuss your mentoring approach with a supervisor or experienced colleague to gain valuable insights and areas for improvement. This could involve sharing recordings of mentor sessions, reflecting on challenges faced, or role-playing difficult scenarios. Seeking feedback and supervision fosters your continuous development as a mentor, ensuring you're providing the best possible support to your mentees and leading by example in the pursuit of professional excellence.

I’m a firm believer of bringing about power that is already inside the person in front of me. I believe that everyone who feels drawn to the field of coaching has got something inside them that can be / is of value to others. To remind new coaches of this innate power they have can be a massive game changer. ‘He who is seen as successful in the eyes of others can never fail’ they say. Seeing your client as the extraordinary coach that they are / will be is the best gift you can give them.

When mentoring new coaches, it's important to: 1. Set clear objectives. 2. Offer constructive feedback. 3. Encourage reflection. 4. Create a supportive environment. 5. Lead by example. 6. Provide resources and guidance. 7. Promote autonomy. 8. Monitor progress. These practices help guide new coaches effectively while fostering their growth and development in the coaching profession.

Remember to let each of them find their own path and speciality. Of course it's important to acquire good practices, share the experience and knowledge and learn from each other. But equally important is to let each of them keep own voice and follow own curiosity during the development journey.