Coaching and mentoring
This MAGLE course can help workplaces train new mentors or provide some ideas to up-grade workplace coaches with some experience
Sample Chapter: Coaching and mentoring
Computers and dead fish
The MAGLE system uses snippets from You Tube, company produced videos, or custom-made videos to create a unique learning system.
Benefits of learning by MAGLE
The MAGLE provides you with all of the following:
A customized course based on your needs
A course which integrates your company information
Learner access 24 hours per day
A means to assess learners in a practical, focused way
Continuous learning opportunities
Chances to interact with subject matter experts
Learning with the MAGLE
Background of development
The Centre for Education and Work, in collaboration with Dojo Learning, has developed the MAGLE system which is an extremely user friendly, web-based, course system totally adaptable to your needs. This course system integrates text, video, audio, animation, and other media to help your learners gain skills in taraget areas.
The MAGLE system allows you to customize your own information and outcomes in a pleasing, fun-to-use format. You don't have to be a computer expert to use this system, but you do need access to high-speed internet and some software which is downloadable from the web. If you want more details on how the Dojo Learing system works, you can go to www.dojolearning.com.
The course format also lets you interact with your learners through a journal or through a "live" chat room. Learners can also up-load their own work or learning samples. In this way, you can assess how well people are learning the materials.
You can see how our Coaching and mentoring course might integrate some of these materials.
Introduction to Coaching and Mentoring
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Robin Millar from the Centre for Education and Work talks about the MAGLE and courses developed for industry
Robin Millar
Introduction to Coaching and Mentoring
Coaches don't have to be "teachers"
Coaching or Mentoring?
A coach is a person who teaches and directs another person by encouraging, instructing, directing and advising them.
Mentoring, on the other hand, refers to a developmental, and typically longer-term relationship between a more experienced ‘expert’ and a less experienced (and usually younger) protégé. Mentors support and encourage novices by providing guidance. They challenge the novice to improve and think about ways to develop expertise. Mentors use constructive, non-judgmental ways to help others learn.
Some people think that good coaches and mentors just “happen,” but coaches and mentors need skills in facilitation, support, constructive feedback, appropriate interventions and vision.
In this Guide,we will use the terms Coaching and Mentoring interchangeably, but with an understanding of the differences provided by the definitions in this text box.
Coaching and mentoring are not always completely separate activities. In some cases, a novice will require coaching. This means, for example, that the novice may need specific instruction and direction on how to perform a new task. In other situations, the novice may require mentoring from the same individual. This may mean that the novice needs guidance and support to work through a problem or a process on the job.
Good coaching and mentoring increase awareness, personal responsibility, self-belief, learning, skill development, effectiveness and performance. This applies to the individual, the team and ultimately the bottom line of an organization.
What do we need to become a workplace coach or mentor?
Yoda as a mentor
If you have watched the Star Wars movies, you know about YODA. YODA is a mentor to Luke Skywalker. Luke is studying to become a Jedi Knight: he is learning to use "the force."
Yoda uses three approaches needed for every coach and mentor.
He supports and guides Luke
He provides a map or vision of where Luke wants to go
He challenges Luke to learn and gain his skill.
Learning Outcomes for this Course
As you can see, the MAGLE system is easy to use and has potential for integrating company information as well as new information. The entire MAGLE Coaching and Mentoring course will take an individual about six hours to complete.
You will learn:
The benefits of being a Coach/Mentor
How to be a "guide on the side" in your workplace
Characteristics of an effective Coach/Mentor
Establishing Expectations
How to develop skills and knowledge in your employees
How to develop your own skills of coaching and mentoring others
How to facilitate rather than "teach"
How to encourage questions
How to challenege learners to improve their performance
How to demonstrate new skills so others can learn
How to observe and record the performance of others
How to give supportive and non-critical feedback
How to help learners self-assess their progress
How to link company vision to specific jobs
How to challenge learners to improve performance
Mentoring in a multi-generational, multi-cultural environment
Benefits of Being a Coach/Mentor
Benefits of being a Coach/Mentor
Coaching and Mentoring in the workplace can be personally and professionally rewarding. Coaching and mentoring provides opportunities for experienced employees to:
Give back to the profession, the company or the community
Be a positive influence on a new employee or novice to the profession
Share your experience and knowledge with others
Help someone else to grow personally and professionally
Develop your own coaching and leadership skills
Does this sound like something you would like to be a part of in your workplace? This Guide provides you with some information and tools to determine whether you should consider becoming a workplace coach or mentor.
Characteristics of an Effective Coach/Mentor
Characteristics of an effective Coach/Mentor
Coaches and mentors have certain characteristics in common. An effective coach/mentor:
· Takes an interest in others
· Has technical expertise in his or her job or profession
· Commits time and energy to help others improve
· Is respected by fellow employees
· Has strong interpersonal skills
· Is patient
· Respects confidentiality
· Is non-judgmental
· Is a good listener
· Is tactful, honest, supportive and straightforward
· Can give clear explanations
· Sets high expectations of performance



