Impact of Mentorship and Coaching on Individual and Team Performance in a Leading Telecommunication Company

Introduction

Training and development outcomes, as well as organizational development, are all goals of mentoring programs. Mentoring programs can be an effective strategy for attracting new employees and retaining current ones (Gul et al., 2019). Both coaching and mentoring are essential business activities in the current era of fierce market competition between companies offering a wide range of high-quality goods and services. These modern management organizations place a high value on the development of their employees because they see people as a valuable assets and resource in achieving their organization's goals and objectives. Consequently, organizations arrange activities like coaching and mentoring to make people capable of successfully performing their job roles and to ensure the achievement of the organization's objective by their hard work, skills, and motivation. When it comes to developing leaders, tools like coaching and mentoring are in high demand. They are frequently cited as essential components of effective capacity-building practices in proposals and evaluations (Tsen et al., 2012). Despite this, many of us have a hazy understanding of what coaching and mentoring entail and how they can be used (Tsen et al., 2012). Job motivation is one of mentoring's most essential functions. Employee motivation rises as a result of mentorship. Mentoring speeds up the learning process and broadens the scope of higher education beyond a narrow focus on technical skills. Human resource management is mainly responsible for organizing in-house mentoring programs. Employee mentoring is a crucial responsibility of human resource managers. To lead means setting a course and ensuring that the procedure is followed (Tsen et al., 2012). Leading oneself, other people, groups, organizations, or societies is an example of leading oneself. An essential part of mentorship is how beneficial, personal, and reciprocal relationships are formed while simultaneously focusing on success. a mentor aids others in realizing their full potential by their example and hard work. Therefore this paper will critically discuss my impact as a mentor and coach on the performance of individuals and teams in a leading telecommunication company in the United Kingdom.

My Traits as a Leader and Coach/Mentor

Now I am an assistant, human resources manager for a leading UK telecoms firm. However, I frequently prefer to act as a leader when trying to build rapport with other people. I often apply the transformational leadership theory, which emphasizes the importance of the leader-follower relationship. An inspirational and charismatic leader motivates their people to change and improve at what they do (Sadeghi & Pihie, 2012). According to the findings, transformational leaders are driven by their ability to convey the importance of the task at hand and the greater good it serves to their teams. These leaders are not just concerned with the team's overall performance; they also push each member to reach their full potential. To improve your Skill, apply these leadership theories to your daily life. Furthermore, I have self-confidence, and that empowers me to take decisive action. Team members will be more motivated to do their best work if their leader has faith in their abilities, according to Sadeghi & Pihie (2012). The company culture has also taught me to respect others and to remain emotionally stable in the face of the difficulties that arise with every problem. As a mentor, my job is to share my professional expertise and knowledge with new hires. Apart from that, I frequently respond to any work-related questions and listen to all employees with an open mind and without making assumptions. A good mentor gives their mentees the chance to grow personally and gain more self-confidence by serving as role models. To be an effective mentor, a person must share their skills, knowledge, and expertise with the person they are mentoring. Other qualities that make me a great mentor and coach include respecting different points of view, being knowledgeable, providing constructive criticism, and having a strong ability to network and locate resources.

My Impact as a Coach/Mentor on the Performance of Employees

Coaching Artificial Intelligence and Machine Learning

Currently, I work as an assistant human resources manager for a major UK telecommunications company. As a coach, I have improved and increased performance, especially in artificial intelligence and machine learning. Over the years, our organization has been having poor performance, especially in profits and connectivity. The current Brexit has worsened this condition, making the company perform poorly and fail to generate much revenue from its home market. Moreover, the company has been losing market share in the US and other countries in Africa. Besides, the company has been facing intense competition as the number of competitors has increased the number of players in the industry over the last two years, which has minimized company profitability. Moreover, there is a changing consumer buying behavior that needs changes to the existing physical infrastructure. Therefore, I have coached and mentored employees on artificial intelligence and machine learning to increase reliability for the last year. The company is working on the next-generation wireless networks to predict peak traffic and enhance network capability. According to Matyushok et al. (2021), data analytics via artificial intelligence (AI) and machine learning (ML) allow telecoms to boost network performance and cut network cost through automation. Besides, telecoms are expanding and becoming more complex. One of the emerging trends is 5G, which makes the network more complex, thus making the company unable to monitor and maintain its networks without data analytics via AI and ML. Besides the company launching 5G, network training was inevitable, especially in the AI and ML integration. The training was meant to predict peak traffic, enhance connectivity and provide better end-to-end service. The company aims to improve network capabilities, customer experience and promote infrastructure automation. Therefore, as a mentor, my main objective was to increase employee knowledge or skills in AI and ML.

Over the period I have been working as a coach, I decided to use the GROW model as a framework for coaching. The model stands for Goal, Reality, Options, and Will and offers a practical framework to structure coaching sessions, thus being used in the world's biggest companies (Bishop, 2015). The model proved to be a logical route to goal attainment to coach people of AL and ML. During the sessions, specific topics are presented, and appropriate questions are provided to elicit reflection. The coachee began by describing a particular goal at the Goal stage. However, with time the process became complex, and I sometimes felt compelled to ignore the coachee's questions because they did not fit into the general plan of the session. However, guided questions like 'what outcome are you hoping for?' helped me back my coachees. At the time of the options process, a similar issue made the mentee keep going back to the issues. However, I was able to help the employee better understand artificial intelligence and machine learning as part of a strategy to stay competitive in the market. Besides, persistence and conversational experience lead to better outcomes since the GROW sequence is straightforward and effective.

The GROW coaching model focuses on giving employees the freedom to make intelligent decisions that benefit a company. When done correctly, it can be an effective tool for employees to better themselves, develop problem-solving skills, and become more well-rounded (Panchal & Riddell, 2020). Besides, the reality training involved allows the mentor to help the mentee assess where they are now, what obstacles they may face in the future, and what advantages and resources they might use. Mentors thus play a critical part in stabilizing force in these situations. The option part helps mentees see beyond the obvious, thus being crucial for training employees to improve productivity. Also, the method enabled us to define what step to take next to make the goal a reality. The effort has been beneficial to the organization since the lack of connectivity decreased by 80%, and more customers are satisfied. Besides the continuous mentorship program, we hope to eliminate poor connection through artificial intelligence and machine learning, predicting peak and error sources leading to poor connection.

Mentoring New Employees and Promoting Their Transition

Moreover, as a mentor, I have been able to help newly hired managers to gain critical skills, thus making them more comfortable and promoting their performance within a short period. Over the years I have been in human resource management, I have seen people of all characters. However, acknowledging the role of mentoring in making people comfortable, I have successfully helped new employees be satisfied, ask for help when they need it, and share any information they have. According to Solansky (2010), having a mentor benefits from increased knowledge and skills, thus increasing the potential for career promotion and mobility. Besides, it improves understanding of their roles in the organization, gives insight into its culture, and promotes a supportive environment where successes and failures can be evaluated. Therefore, all these leaders have had a smoother transition through management levels through the mentoring process, thus making mentoring a powerful learning tool to acquire professional experience and competencies. Besides, the mentorship program has increased visibility, networking, and the development of professional skills. Likewise, it promotes satisfaction, empowerment and encourages different perspectives and attitudes to one's work. Through this strategy, the employee turnover rate was reduced, and performance increased significantly. Heimerl et al. (2020) state that professional development empowers employees and gives them security, staying in an organization. On the other hand, a monotonous work profile makes workers vulnerable and encourages them to leave for better professional growth. Therefore, it is critical to establish practical training and development programs and their effectiveness to promote professional development. Heimerl et al. (2020) also state that when jobs ceased to be challenging to employees, they became dissatisfied and looked for other opportunities. Besides, when employees can develop and use their newfound skills, they are satisfied thus able to stay in the company for long.

To achieve effective transition and skills development, I have been offering training and problem-solving strategies to new managers and employees. Norris et al. (2017) state that having a mentor is a great way to learn new skills, especially leadership qualities that will serve you well in the future. Participants, on the other hand, may initially require some instruction. Consider holding some brief workshops or courses on topics like what mentoring is, the advantages of mentoring, communication, feedback, and goal-setting. These skills, like how to give constructive criticism, help mentors and mentees develop successful relationships. Learn these skills. I have also offered specific tools or techniques as a mentor to resolve a conflict or connections across the company. Similarly, according to Wampande and Osunsan (2020), training employees has improved employee morale, job security, and job satisfaction. Besides, the study also reveals that most turnover cases occur during the first few days and weeks after employee hiring to an organization. Most of these people leave an organization due to an induction crisis when the new employee has not built strong relationships with coworkers and supervisors. Therefore, the training offered has been critical in reducing turnover and increasing employee skills, thus significantly impacting company performance.

Facilitating the Growth and Development of High-Potential Leaders

Besides external hiring, the mentoring program has developed and facilitated the growth and development of high-potential leaders like the marketing manager, current CEO, and operation manager. Though I would not say I mentored all these, I have contributed significantly to their development. Since our employees have excellent skills and knowledge developed while working in the company, we have developed a culture where the company, when possible, does Internal Hiring and hires existing employees for open roles. This process involves promotions, transfers of employees within departments, and having an employee referral scheme. In this case, my role in performance has been mentoring leaders who differentiate between working hard versus being productive. McFadden (2021) states that good leaders know the distinction between hard work and increased productivity. The lazy leader's approach to increasing output is to ask everyone to work harder. On the other hand, an effective leader makes sure that their teams have the tools, resources, and training they need to be successful. Therefore, over the years, I have trained my mentees to evaluate everything they do and eliminate activities that add little to no value and distract from the main objective. I have also taught them that leaders must look for ways to work more efficiently rather than more effectively. Through this, we have developed a motivated and grateful team of leaders that play a significant role in the company's productivity. Besides, due to our employee's career development, the company has created effective commitment and committed employees to the company goals and their value. Similarly, their desire to remain a member of the organization and loyal to it has increased, thus having a little voluntary turnover. This strategy is also supported by the Social exchange theory, which suggests that people weigh the potential benefits and risks of social relationships (Lin & Lu, 2021). When the risks outweigh the rewards, people will terminate or abandon that relationship. Therefore, it is evident that the lousy relationship developed outweigh the risks, thus making the turnover issue rare.

To achieve this success, I have been mentoring employees by being a good example, setting goals, and listening and supporting everyone. As a mentor leading by example is among the best attributes. Tsen et al. (2012) state that a mentor should demonstrate the excellence, ethics, and professionalism that marks an accomplished faculty member. Similarly, it is critical to know what to achieve as a mentor and meet the many different types of business challenges. Therefore defining the program goals and scope is very vital. Lastly, it is essential to be an active listener, read between the lines, and anticipate the mentees' stresses, concerns, and doubts. It is also significant to immediately interrupt with solutions, and sometimes get all of the problems and troubles of the mentee out and help them work to get answers.

Promoting Employee-Manager Relationships

Moreover, as a mentor, I have helped develop a culture that promotes employee-manager relationships, thus promoting motivation, reducing turnover, and optimizing performance. Over the years, I have developed a culture where employees are hired due to their talents and according to the organization's culture. Therefore the hiring starts with a cultural fit interview, and employees are also given a chance to quit after the first two weeks of mentorship and training. For mentors who remain, they are offered core leadership skills and transformational leadership skills. Besides being a dictator, we promote a culture where leaders influence, motivate, stimulate, and consider social relationships, especially in making decisions. Therefore, through this hiring process, we have successfully created a culture where team members are pleasant and friendly and good at and love what they are doing. Besides, no set rules or hierarchy, which makes employees primarily happy and fulfilled. According to Wachaga (2017), when management's relationship is poor, employees are less engaged and mostly exit an organization to look for better companies. Besides, when workers' grievances are not handled expeditiously, work dissatisfaction and employee turnover are increased in an organization. Some of the reasons employees have severed relationships with managers include poor communication, status inconsistencies, individual differences, jurisdictional ambiguities, and lack of expected performance standards. However, when employees perceive fairness in a job, the relationship between supervisor and employees is positively impacted, thus reducing turnover intentions. Therefore managers with social assistance to staff lead to minimized turnover because of increased staff satisfaction. Therefore, since we are committed to beating the competition in marketing and retaining most of our employees, we have established a culture that hires trained leaders to value employees and their decisions.

To achieve great success in training leaders for their effective management of employees, we coach and mentor them to be the kind of managers required by the company. Therefore, the training process is very intensive and involves visual and audio text that promotes an authentic workplace experience. This process ensures that all learners are reached effectively. Besides, we assign new members to a mentor to have their skills improved. According to Shalka (2017), mentoring relationships can provide numerous advantages to the workplace. Mentoring broadens the skill set of their employees and helps ensure organizational agility, flexibility, and resourcefulness in trying times. Besides, the program's ability to strengthen networks and foster collaboration across organizations or work units is one of the many benefits of mentoring.

Conclusion

Mentors are influential people who assist you in achieving your life's most significant objectives. As a mentor, you have the opportunity to ask challenging, open-ended questions. Open questions help the mentor see and hear things from the mentee's perspective by encouraging them to talk. As a result, probing questions aim to learn more about the person they are asking. It is about following up with the mentees, getting more specific, and getting them to divulge more details about certain topics. However, one of the essential mentoring skills is the ability to listen actively. When you listen actively, you better understand the things preventing the other person from moving forward and their specific circumstances. It also means that the mentee is the one receiving attention rather than the mentor. Mentors should give their mentees candid feedback, which means that mentees should provide mentors with various feedback. Feedback should be given to the mentor and the mentee at the end of the mentoring relationship. Finally, mentors are both encouraging and challenging, which means that mentors must encourage their mentees to constantly set and maintain high standards of practice, encourage taking risks for innovative exploration, and assist their mentees in challenging each difficult goal they set for themselves. As a mentor, I have had the opportunity to coach employees in artificial intelligence and machine learning, which has helped them perform better. In addition, as a mentor, I have been able to assist newly hired managers in developing critical skills, making them feel more at ease and boosting their output quickly. I have been providing new supervisors and employees with training and problem-solving strategies to help transition and develop their skills. Additionally, the mentoring program has helped develop and nurture high-potential internal leaders. By setting an excellent example and setting goals, I have mentored and supported my employees. Similarly, in my role as a mentor, I have contributed to creating a company culture that values relationships between managers and employees, thereby increasing employee motivation, reducing employee turnover, and improving overall performance.

References

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As a coach at XYZ organization, I've learned a lot from recording my video and making modifications based on what I've learned. The purpose of this essay is to examine the challenges I've faced in my professional practice and growth as a mentor. Gibbs' Reflective Cycle, one of the most well-known cyclical reflection methods, will be used in this reflective essay to help you through the six stages of reflection: description, feelings, assessment, analysis, conclusion, and plan of action.

Coaching and mentoring are seen as critical components of successful corporate operations in today's competitive market for a wide range of high-quality goods and services. All of these modern management organizations view people as an asset and a valuable resource for achieving the organizations' aims and objectives. To ensure that the organization's objectives are met through hard effort, talent, and motivation, organizations conduct activities such as coaching and mentoring. In the realm of leadership development, the usage of coaching and mentoring is very prevalent (Ahmadi Zahrani and Mortazavi, 2018). sThey are typically cited as essential qualities of successful capacity-building practices in proposals and assessments. It's a fact that many of us don't understand what coaching and mentoring are all about. Having people in senior positions in an organization who are well-versed in the company's products and services and well-versed in the company's organizational structures and procedures which are willing to mentor newer employees in an informal, friendly setting is critical to mentoring activities. Organizations of all sizes, structures, and industries can benefit from the mentoring process and practices.

Description

For more than three years, I've been mentoring freshly qualified personnel. Working with other mentors in the past has enabled me to better understand the varied aspects of mentoring and create my way of supporting learning in a group context. Through my work as a human resource manager, I have experience communicating knowledge to people clearly and meaningfully. Mentoring is ingrained in the company's culture, and new hires must be equipped with the required skills and expertise. According to the organization's guidelines, an effective role model must have high standards, regularly show these high standards, and have positive attitudes and views about the significance of their relevant profession in the larger context of the organization's culture. Employee V is one of the employees I've been mentoring for a while. On the first day of meeting my mentee, just after her department orientation, we had a meeting to draw up her learning possibilities so that everyone was aware of what the employee planned to achieve from her new job. Then we devised a schedule for learning sessions that included formal evaluation. However, I noticed that, while being a skilled practitioner, I still had some worry and anxiety when it came to fulfilling my job as a mentor. Before the assessment, however, I spoke with the employee about the various tactics used by colleagues and how they differ. My goal was to instill more confidence in the individual and acquire the essential information and abilities to do the various operations.

Throughout the procedure, I planned to employ the Peyton four-stage technique. More importantly, I planned to instill confidence in the employees by stating that if they did not understand a process, why things were done, or why that particular thing was necessary at any point throughout the training session, I would be available to explain and help them. Another great learning experience was gained while recording my video. The video comprises three segments to show my coaching improvement over time. Part 2 of the assignment is reflective writing of my coaching skills. I started off not good, but in the last video, l am confident and excelling in my coaching skills. The first and second weren't all that wonderful, but the third was outstanding in every respect. Upon evaluation, I discovered that I made several mistakes in the first and second videos and could have done better in certain areas. I was hesitant in the beginning. I was trying to avoid making eye contact by glancing aside. In addition, I was apprehensive about pricing my lessons and describing the terms and conditions thoroughly. Another major issue I faced was figuring out how to frame my questions. My inquiries seemed to go on forever. My Client was left in the dark because I wasn't explicit in my instructions. So when they said things like "I'm terrible at presentations," I neglected to push them. On the other hand, my coaching had improved since the previous video. The Client expresses his satisfaction with the progress he is making. Everything seems to be going well for him, and he is more excited about the action plan. As a result of this, the coachee is eager to move forward.

Feelings

As a mentor, I have realized that, at times, most people want someone to guide them, listen to them and genuinely show an interest. Therefore, performing my role as a mentor was very satisfying because I was giving back and being able to help. Moreover, I always love what I do, which gives me a lot of confidence and pride. More importantly, as a mentor, I am also developing my skills, which always makes me excited and contented. Therefore, before the program's start, I was much excited and looking forward to success. During the mentorship, though I was a bit anxious at first, I realized that I was gaining much courage and was happy that the program was successful. Besides, the employee was delighted that she was being trained in the best way and gaining knowledge. Also, she seemed to be very appreciative. Also, my colleagues were happy that the employee was being trained in the best way. At the same time, I was happy to complete the video and gain extensive knowledge in communication and public speaking from my video recording. After the recording, I was delighted that I overcame fear and was able to communicate effectively in the third part of my video recording. Besides my two incidents, I am aware that my mentorship skills are greatly improved. For now, I feel confident that I have advanced my skills in mentorship, and I can now mentor people without fear. Lastly, my colleagues feel that I am a critical team member.

Evaluation and Analysis

As a result, coaching and mentoring appear to be complex concepts to grasp. To help a protégé grow, a mentor shares their experience, skills, and information. There are several benefits to receiving long-term mentorship, including the ability to further one's professional development. On the other hand, Coaches concentrate on a single task and are more time-bound. As you can see, these two definitions of mentoring are almost identical. Despite the challenges of training new employees, I believe I was successful in my efforts to pass on my knowledge to at least one employee. I extensively used Peyton's 4 Stage approach as part of my preparation. After the mentor has demonstrated the skill at his normal pace and without making any comments, the mentee is allowed to explain each sub-step, and the mentor then performs the entire skill on his own (Performance). Finally, the mentee completes the procedure independently by explaining each sub-step (Muenster et al., 2016). So that the employee would be fully aware that her performance was being evaluated, I used this technique to carry out a pre-planned session involving observation and discussion, as well as direct questioning of the employee. I thought about how the employee could be used in the classroom to help kids learn more effectively. It's been a lot easier for me to organize her education now that I've identified her distinct learning style. A mentor's ability to identify pupils' strengths and weaknesses is one of their greatest assets. He also says that four unique learning preferences are divided into four stages: diverging, assimilating, and converging and accommodating learning preferences. Due to my friendliness and approachability, I was able to cultivate a relationship that fostered open communication and mutual respect. The employee was impressed with my character during the course of mentorship, which included a professional connection. Initially used in the medical profession, the technique is becoming increasingly relevant in other fields, such as human resource management, according to Giacomino et al. (2020). An analysis of Peyton's teaching style found that it involves demonstration, deconstruction, comprehension, and performance in a four-step progression: Peyton's Approach of teaching small groups of students in skills-lab training sessions has proven to be practical well-accepted by trainees, and simple to apply for tutors.

My teaching approach was well-received because of the positive bond between us, which helped her learn by relieving her anxiety. In my opinion, the session went well; the employee and I received a greater understanding of the process and more confidence for future circumstances because I had planned my session and employed the four-stage technique. The mentor's attributes can be the biggest hurdle when it comes to creating a practical learning experience. When it comes to becoming a great mentor, one needs to look for ways to improve the learning environment, which I found out. It dawned on me that my character attribute as a mentor coincides with Zehntner and McMahon's (2019) definition, which indicates that a mentor must be willing to share skills, information, and expertise with their protégés. Successful mentoring is characterized by the mentor's willingness to offer their expertise while also allowing their protégé to develop at their own pace. To be an effective mentor, one must remember what it was like to be a newbie in the field. An essential part of being a good mentor is appreciating what it takes to be successful. It's a mentor who's willing to share knowledge and advice with a mentee and is always available to answer questions. As a result, I displayed a positive attitude and acted as a role model. A mentor must possess the necessary personal attributes to succeed in the field. They are teaching the mentee how to be productive and successful by demonstrating the correct habits and activities.

Moreover, I successfully used the GROW Model of coaching, thus being an effective and experienced coach. Using the GROW Model as a coaching framework, individuals can achieve their full potential in talks, meetings, and daily leadership roles. GROW was established in the late 1980s by Sir John Whitmore, one of our co-founders. This model is based on the most extensively used problem-solving, goal-setting, and performance-improvement coaching paradigm. In Leach's (2020) view, GROW is more than just a popular coaching paradigm in the field. One of the most effective ways to lead people across disciplines and cultures is to use this technique. As a result of its four basic steps, GROW has become a worldwide success. In many corporations and colleges worldwide, coaching is based on it because of its impressive results. Personal or team success can be achieved with the help of it. The GROW model encourages people to think about their current status, their desired future, and how they may bridge the gap between the two in the most basic form. This methodology is the foundation for numerous different coaching models (such as the ACHIEVE model) and problem-solving approaches (e.g., the A3 Problem Solving Model.). The fact that I include this strategy throughout my coaching shows my dedication to the subject. A mentor who isn't passionate about what they do won't make a good one (Leach, 2020). New employees want to believe that their work has meaning and purpose and may contribute to their overall well-being. In addition, this strategy helped me learn how to give constructive feedback and instruction. One of the most critical responsibilities of a mentor is to offer guidance and criticism to their mentee (Yount et al., 2018). There are several ways in which a mentee might benefit from a mentor's guidance, but this is where the most growth occurs. If you're looking for a good mentor, you'll want someone who has excellent communication skills and can tailor their message to your personality. A competent mentor will also assign tasks to the mentee to stimulate professional progress and a sense of accomplishment in mastering the subject matter.

More importantly, I demonstrated effective communication in my video presentation. To be successful in life, we need to communicate well with others. Open and effective communication is vital in a relationship of coaching or mentoring. It serves as the foundation for the rest of the partnership. According to MacLennan (2017), effective communication is a two-way exchange of information. To build a solid working connection, a mentor must communicate effectively with a mentee to help them understand the mentor's instructions and criticism, feel appreciated and understood, and be motivated by the mentor's guidance. On the other hand, professional coaches usually work with people who are striving to realize their full potential in high-stakes circumstances. Organizations and individuals hire coaches in the hopes of getting the results they desire from their guidance. Coaches and the industry as a whole have been relying on empirical research to help them better understand the traits that lead to successful outcomes for their clients and to help the field improve (MacLennan, 2017). Only a small amount of time and attention has been given to how coaches keep their abilities up-to-date to help their clients achieve success. It is possible to create a Thinking Environment in a group, such as a think tank or other form of meeting, according to Kline (1999). A Thinking Partnership, which includes a Thinker (coachee) and a Partner (coach), can also create a Thinking Environment. According to Kline, listening quality is the most important feature of the Thinking Environment, but the other elements also play a role. According to Kline's listening approach, three streams of attention must be balanced for a fruitful session. It's clear from Kline's work how important it is to give them "a good listen." What questions to ask, what additional tactics to employ, what frameworks to employ, and how to 'dance' with the Client in the coaching discussion are hot themes among coaches, especially training ones. Thus, my ability to mentor my mentee successfully has improved significantly due to this experience.

However, not everything went as well. For example, from the mentorship of the employee at XYZ Company, I felt nervous, which significantly affected my role as a mentor in the initial phase of the process. Moreover, I also realized that my presentation skills were significantly challenged during the first two sections of the video creation. I started off not good, but in the last video, l am confident and excelling in my coaching skills. A mentorship is a powerful tool for advancing one's career. The mentor-mentee connection fosters one of the most important human virtues: openness. The mentor provides the mentee hope for the future by sharing both wisdom and past challenges. A mentor's job is to help their mentees overcome their fears of failure and risk-taking so that they can become their best selves. According to Wood and Lomas (2021), coaching has a considerable effect on helping its participants become bolder. The numerous allusions to bravery, both direct and indirect, suggest that successful coaching necessitates a high level of bravery on the part of the coach. The ability to face a client head-on is a foundational coaching skill that takes knowledge and guts. Discerning the truth about a client's situation and shining a light on their inner turmoils requires courage. As a successful coach, you must have the confidence to challenge a client's worldview, regardless of how unpopular it may be, and you must know and clearly express your position, no matter how unpopular it may be. The coach's courage is essential to help the coachee discover their sources of courage. As a result of the coach's fearlessness in expressing their observations, the Client's outcomes improve. Wood and Lomas (2021) state that an approach like gestalt necessitates "a great amount of personal courage" in ontological coaching since it requires the coach to fearlessly expose aspects of their character that the Client has overlooked. When considering whether or not to take on a coaching project, you'll need both courage and confidence. At the board level, courage is described as an individual's willingness to speak the truth. Coaches who lack bravery may be less effective because they utilize methods to cover their fears and anxieties. Coaches who lack courage may undermine their efficacy by masking their fears and anxieties with the use of tools. Courage is an essential part of a coach's ethical maturity, and ethical awareness aids the coach in making courageous choices.

Conclusions

In conclusion, it is clear that being a mentor is a difficult job. To succeed in this assignment, you must be a good role model and an active education facilitator. It's a lot of work, and there's a lot of responsibility too. A lack of devoted, knowledgeable, and competent healthcare workers in the future can only result from a lack of mentors who are good mentors. Reflection has also given me a better understanding of the many different learning theories and methods that are essential in mentoring and coaching. Individual can benefit from their own and other mentors' personal and professional development by enhancing their knowledge and skills, exchanging teaching and learning methods, and providing feedback on their own and other mentors' observations. It's been incredibly fulfilling for me to be able to mentor and coach others successfully. Because of my mentor, I have been able to stay on top of developments in my field and build relationships with other professionals, which has helped me advance my career.

Action Plan

Improve my communication skills through doing research and watching video on you tube.

Improve my courage through working closely with a mentor

Ahmadi Zahrani, M. and Mortazavi, S., 2018. Uncovering of the mentorship behavior characteristics of managers in Isfahan Oil Refinery Company. Human Resource Management in The Oil Industry, 9(35), pp.3-32.

Giacomino, K., Caliesch, R. and Sattelmayer, K.M., 2020. The effectiveness of the Peyton’s 4-step teaching approach on skill acquisition of procedures in health professions education: A systematic review and meta-analysis with integrated meta-regression. PeerJ, 8, p.e10129.

Khan, H., 2020. An adaptation of Peyton's 4-stage approach to deliver clinical skills teaching remotely. MedEdPublish, 9.

Kline, N., 1999. Time to think: Listening to ignite the human mind. Hachette UK.

Leach, S., 2020. Behavioural coaching: The GROW model. In The Coaches’ Handbook (pp. 176-186). Routledge.

MacLennan, N., 2017. Coaching and mentoring. Routledge.

Muenster, T., Stosch, C., Hindrichs, N., Franklin, J. and Matthes, J., 2016. Peyton's 4-Steps-Approach in comparison: Medium-term effects on learning external chest compression–a pilot study. GMS journal for medical education, 33(4).

Wood, C. and Lomas, T., 2021. The role of courage in the development and practice of coaches. International Journal of Evidence Based Coaching and Mentoring, 19(1), pp.28-43.

Yount, K.M., Miedema, S., Krause, K.H., Clark, C.J., Chen, J.S. and Del Rio, C., 2018. GROW: a model for mentorship to advance women's leadership in global health. Global Health, Epidemiology and Genomics, 3.

Zehntner, C. and McMahon, J., 2019. Power and knowledge in a coach mentoring program. Sports Coaching Review, 8(1), pp.62-82.s