Mentoring and coaching in Game Changers Academy complement development program with individual assistance provided for participants and leaders. It is based on the assumption that nowadays what’s mostly required, apart from common experience, is the individual reflection. Often this individual work on concrete business challenges and issues becomes an important element of the Game Changers development process.
In the case of coaching, we focus on the self-awareness aspect. What didn’t incite any enthusiasm in leaders about 4-5 years ago has become a must in any leader development program. The leader’s self-awareness, which means better and deeper understanding of oneself, one’s emotions and reactions, along with coaching, is aimed at building greater self-confidence. The objective of GCA Coaching is to increase the awareness of one’s competencies within the field of transformation project management, facing change and building strong teams. This individual approach is particularly important and significantly improves the change management efficiency.
GCA Master or Business Change mentoring helps the leader to make full use of it. It takes the form of 2 sessions – at the beginning and at the end of the program. At the start, it is meant to help the leader uncover and analyze personal and organizational challenges and map the essential people within the organization as well as the change stakeholders. It all leads to define the goal that the leader wants to achieve with the program. The second session provides support in the analysis and review of personal development, in identifying new challenges and self-evaluation of the achievement of goals determined at the beginning of the process. It also helps the leader to choose the right direction for further development of their potential to lead change.
It is possible to increase the number of mentoring sessions. We recommend it particularly to all those who need to deepen their work on given topics within the framework of training modules and/or practical implementation of their ideas.
GCA Essentials is more flexible and can be more easily modified to the needs of the organization or group. Topics addressed during the program as well as the number of mentoring sessions can be modified. Similarly, the range and number of coaching processes can be flexibly woven into the program.
We recommend more intensive mentoring in situations that require an accelerated process of change. On the other hand, in situations where attitudes, change of collaboration, rules or values play an important role we recommend individual and group coaching which will help quickly establish new attitudes and patterns of group collaboration.
Worked as top executive within the area of business and new product development, strategic marketing, sales management and dealt with dynamic change processes and restructuring. She specializes in advisory services and support to companies seeking change. She applies mentoring and coaching, adjusting them to meet the needs of individual business and management challenges that leaders face while advancing personal development in the role of leaders. Elżbieta works with board members, top executives and their teams. She has completed over 1,100 hours of business and management mentoring and over 250 hours of business coaching dedicated to top management, including executive coaching. In the last few years Elżbieta has also supported NGO’s in their business and strategic development. Certified CoachWise ™ coach on the Equipped level, mentor and TROP business trainer.
Rafał shares his 25-year managerial and business experience as a consultant and manager. He was one of the creators of Eurozet group (Radio ZET, Antyradio, Radio ZET Chilli, Radio ZET Gold), where he started as a reporter and ended up a member of the board. He was also development director of the Group and editor-in-chief of Radio ZET and all radio brands. He is also an accomplished photographer and artist whose work has appeared in National Geographic Polska, among others. He teaches how to be an inspiring boss, leader and manager. He shares his know-how and experience in the field of management using coaching tools, efficient communication, and the role of relationships in business. He conveys the secrets of good presentations and of the art of public speaking. His training programs draw from his own successes (and failures).
How is this process created?
Most commonly, a plan is established during the first meeting between the coach and client. During this meeting various emotions, problems and challenges appear and it helps prepare a concise mentoring plan that includes the goals the mentee wishes to achieve as a result of the mentoring process.
Who is the audience for GCA Mentoring Session?
Mentoring sessions are for participants of GCA Master of Business Change, GCA Essentials and GCA Power Shots meetings. Participants can be managers, leaders, people managing teams, processes, or organizational structures. We particularly recommend GCA Mentoring Session in a situation when the manager/leader encounters, during the program (or Power Shot meeting), a concrete challenge that they would like to work through. By working through, we mean discuss it so that the mentee finds out their own manner to react to a given situation. The mentor will help define appropriate actions in order to acquire personal mastery in the given area.
In what particular situations do you recommend a GCA Mentoring Session?
It is most useful in a situation requiring working on attitudes. When the participant feels that they must develop the ability to be true to and not undermine their values, to behave in cohesion with one’s values and beliefs. Also, in a situation requiring working on how we react to certain conditions or to deepen self-reflection.
Mentoring is also useful in situations involving dynamic and frequent changes or when the participant needs to step back to analyze the situation.
To sum up, what’s the difference between coaching and mentoring?
The goal of both processes is to support the leader in their activities in change. Both processes are conducted in the form of individual 60-90 minute meetings during which the mentor and coach accompanies the leader in finding solutions, using the individual potential, building stronger self-confidence and efficiently managing transformation projects.
Differences lie in the range of goals, competency development areas and the leader’s genuine needs for support. Tools and work techniques used are also different as well as to what extent the coach or mentor’s practical experience is required in the given area.
An important element in both processes is to increase the leader’s self-awareness in managing their potential of competencies, in undertaking actions and foreseeing their organizational consequences. It is the leader who takes responsibility for their development.
Coaching concentrates, rather, on the aspect of self-awareness: deepening reflection, exploring personal leadership resources on a deeper level, acquiring better awareness of one’s own competency, managing one’s own potential and discovering the personal leadership style.
The role of the coach is to understand the leader’s current emotional, cognitive, and behavioral state as well as providing support in discovering and analyzing personal competency resources to deal with change in various aspects of professional functioning. The coach is more of a guide in the process and their abilities to manage personal development processes enable the leader to have more impact and be more focused in their activities.
Mentoring focuses a leader’s resources to apply given solutions and implement practical change by analyzing the leader’s situation, business environment and competency. It includes advisory elements by making use of the mentor’s knowledge, skills, and experience.
The role of the mentor is to accompany the leader in uncovering personal competencies and skills so that the leader has access to a wider range of personal practical solutions, is able to work out and implement new management and business operational strategies. The mentor is in this process as a teacher/master who uses their resources, or a sparring partner to discuss the practical aspects of change.