Coaching is a professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations, helping them tobridge the gap between where they are now and where they want to be. Coaches partner with their clients to design the life they want, bring out their clients’ own brilliance and resources so that they can achieve excellence and create purposeful, extraordinary lives. By creating clarity, coaching moves the client into action, accelerating their progress by providing greater focus and awareness of all the possibilities which exist to create fulfilling lives.
ILCT founder Patrick Williams described coaching as
“a powerful, human relationship where trained coaches assist people to design their future rather than help them get over their past . . . coaches aid clients in creating visions and goals for ALL aspects of their lives and in creating multiple strategies to support achieving those goals. Coaches recognize the brilliance of each client and their personal power to discover their own solutions when provided with support, accountability, and unconditional, positive regard.”
— Therapist as Life Coach, 2007
According to the International Coach Federation
Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach’s responsibility is to:
  • Discover, clarify, and align with what the client wants to achieve
  • Encourage client self-discovery
  • Elicit client-generated solutions and strategies
  • Hold the client responsible and accountable
This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.
Coaching is task oriented. The focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. This requires a content expert (coach) who is capable of teaching the coachee how to develop these skills.
Mentoring is relationship oriented. It seeks to provide a safe environment where the mentoree shares whatever issues affect his or her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things, such as work/life balance, self-confidence, self-perception, and how the personal influences the professional.
Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed, depending on the purpose of the coaching relationship.
Mentoring is always long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust that creates an environment in which the mentoree can feel secure in sharing the real issues that impact his or her success. Successful mentoring relationships last nine months to a year.
Coaching is performance driven. The purpose of coaching is to improve the individual’s performance on the job. This involves either enhancing current skills or acquiring new skills. Once the coachee successfully acquires the skills, the coach is no longer needed.
Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for the future. This distinction differentiates the role of the immediate manager and that of the mentor. It also reduces the possibility of creating conflict between the employee’s manager and the mentor.
Coaching does not require design. Coaching can be conducted almost immediately on any given topic. If a company seeks to provide coaching to a large group of individuals, then certainly an amount of design is involved in order to determine the competency area, expertise needed, and assessment tools used, but this does not necessarily require a long lead-time to actually implement the coaching program.
Mentoring requires a design phase in order to determine the strategic purpose for mentoring, the focus areas of the relationship, the specific mentoring models, and the specific components that will guide the relationship, especially the matching process.
The coachee’s immediate manager is a critical partner in coaching. She or he often provides the coach with feedback on areas in which his or her employee is in need of coaching. This coach uses this information to guide the coaching process
In mentoring, the immediate manager is indirectly involved. Although she or he may offer suggestions to the employee on how to best use the mentoring experience or may provide a recommendation to the matching committee on what would constitute a good match, the manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the mentoring relationship’s integrity.
  • When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager
  • When a company has a number of talented employees who are not meeting expectations
  • When a company is introducing a new system or program
  • When a company has a small group of individuals (5-8) in need of increased competency in specific areas
  • When a leader or executive needs assistance in acquiring a new skill as an additional responsibility
  • When a company is seeking to develop its leaders or talent pool as part of succession planning
  • When a company seeks to develop its diverse employees to remove barriers that hinder their success
  • When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies
  • When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations
  • When a company wants to create a workforce that balances the professional and the personal