Executive Coaching, Consulting, Mentoring Distinctions
December 11th, 2009 | 
Author: Lisa Rosendahl of Simply Lisa fame commented on the previous post, Coaching vs. Feedback, asking for the distinguishing characteristics between coaching and mentoring. I had this post in mind already when she asked, and also wanted to add consulting into the distinction mix. My thanks to my dear friend Mary Sue Reining of the Reining Leadership Group who helped to clarify these distinctions in a booklet we co-authored for our clients called “Working With Your Executive Coach”.
My intent is for the leaders reading these posts to be able to make the appropriate distinctions, and to spend their organization`s dollars wisely when a choice must be made. Also a bit selfishly, executive coaching remains a bit of an unknown entity in some circles, and by making these distinctions, I am able to defend and promote my profession (“calling”) and passion for coaching ?€“ not necessarily for myself but for all of the good people out there who think they might be interested in working with a coach.
Coaching is often considered a form of consulting, although there are differences in delivery and client experience. Coaching can also be closely aligned with mentoring. The differences and similarities (as I see them; this, as all of my posts, are meant to stimulate discourse, including disagreement!) between coaching, consulting, and mentoring are highlighted as follows:
Executive Coaching:
- The focus is primarily on an individual within the context of the organization in which they work.
- The goal is behavioral change and professional/personal development.
- The foundation for dialog is inquiry for self awareness, action, and accountability.
Consulting:
- The focus is primarily on an organization, but may take individuals within the organization into account.
- The goal is organizational change and/or development.
- The foundation for dialog is to leverage expertise, to give advice and recommendations.
Mentoring:
- Focus is primarily on an individual within the context of the organization.
- Goal is learning and support for the individual
- Foundation for the relationship is to give advice, provide support, and make introductions.
You may be thoroughly confused by now. These don`t fit neatly into completely distinct entities. They overlap and weave. Hmm?€¦..what term would you use to describe doing all three at the same time?
Posted in 11 Responses to “Executive Coaching, Consulting, Mentoring Distinctions”
Leave a Reply
View my complete profile
MJ,
I would add one more distinction for Executive Coaching that separates it from other types of coaching and that is – while focused on the individual, the objective is to improve ROI that should be measured. So I see the goal as being broader than what you have described.
Would love to have a word that incorporates all three as I find myself doing then all – if not at the same time certainly on the same project.
I can’t help but share with you and your readers a “joke” that came across my desk about 8 years ago. I am pretty sure that it won’t offend anyone and sorry I do not know the source:
Michael Jordan approached a number of practitioners to determine whether they would be willing to work with him on his return to basketball. Here is a summary of the responses he received . . .
~ The consultant said: “I don’t know enough about basketball.”
~ The therapist said: “What went wrong with your previous coach?”
~ The counselor said: “I understand you are interested in finding a new coach.”
~ The psychologist said: “Let’s match your score on this test with possible candidates.”
~ The trainer said: “Why use a real basketball when we can have a simulation of one.”
~ His mentor said: “It might be time to review your priorities.”
~ His coach said: “What result would you like to gain the most?”
~ His mother said: “Don’t be late for dinner, dear.”
~ President Bush said: “I don’t have a basketball.”
OK, maybe President Bush wasn’t involved.
Thanks Mary Jo, no wonder I often intermix and mingle the terms! The three vary in terms of formality and the recipient, if you will, of the benefits. What would you say if I tell you I work with an executive coach who used to consult with a past employer (where I met her)who often mentors me in our coaching sessions? What do I call this – the best of three worlds!
Roberta, LOL! Thanks for the joke – I think it might be a better way of describing some of the distinctions than my own, and provides a smile in the bargain.
Lisa, lucky you, to have the best of all worlds! I certainly think that, coaches – in service to their clients – need to be adept at all three (or more) worlds. It sounds like your coach is very skilled at knowing when to use which.
Mary Jo -
What a great question! Here are two suggestions:
- Gazooing (the little guy from the Flintstones that tries to help Fred and Barney))
- Cosultering
and I love Roberta’s joke!
Dan, I especially like the Gazooing but think Consultering might go over better in marketing copy! Thanks for the suggestions!
I love it. I chewed on the mentoring and the only thing that I would add is that sometimes mentoring bleeds over to life, not just work.
As for doing all three at the same time? Leadership.
Deirdre: your response to all three: brilliant and absolutely spot-on. Thanks!
Thank you for highlighting the distinctions between coaching, consulting, and mentoring. I too, provide a blend of all three and am releived to see that no one has argued against doing so. I’ve heard impassioned coaches protest that “true” coaches do not provide solutions, but rather let clients surface their own. Most of my clients want me to listen, coach, and use my expertise as a former executive to help them develop solutions.
Hi Sara,
I always tell people that inquiry is foundational to coaching. I believe this is the most effective conversation to have when you are in a true coaching conversation (and this seems to be supported by research). That said, Susan Mazza provides a great technique for providing suggestions in the previous post, that still allows the client to make the decision about direction or action. I too am a former executive but cannot presuppose that my expertise is applicable to my client’s solution. My preference is for the client to come up with their own solutions, and 98% of the time they can do so.
I am a recovering management consultant. At some point it seemed to me that solutions for client problems seldom became a permanent fix—-especially when leadership blind spots prevented seeing why the problem arose in the first place.
So, about 10 years ago, I began doing more personal and business coaching, helping executives and professionals grow—building capability in their personal and professional lives—-to fix their own problems.
Back then, few potential clients seemed to know what an executive and business coach was and does—-many continued to categorize me as a management consultant.
And that was OK. The waters get muddy around the roles we play in changing times.
Ten years later, consulting firms now practice coaching methods internally to become more valuable advisers to their clients.
Hi John,
Thanks. I like your take on this that “the waters get muddy around the roles we play in changing times”. The fact is that we need to serve our clients in the way that will help them to best grow. And sometimes that means knowing when the right time is to use these different skill sets. Same goes for managers. In my workshop, we have some discussion on when to manage, mentor, and coach so that they can pull out the right skill at the right time.