Mentoring often involves skillful coaching. Although the two terms mentoring and coaching are often used interchangeably, it is important to understand the difference. They are two distinct practices, but in process very much kindred spirits; ideally, they work together to support organizational learning.

Mentoring, at its fullest, is a self-directed learning relationship, driven by the learning needs of the mentee. It is more process-oriented than service-driven and may focus on broader, “softer,” intangible issues as learning goals (getting to know the corporate culture) as well as “harder,” more tangible goals (learning how to manage one’s direct reports). Generally speaking, there is more mutual accountability in a mentoring relationship than in a coaching relationship. Both mentoring and coaching focus on expanding individual potential by enhancing development and performance success. Coaching focuses more on boosting performance and skill enhancement; mentoring, on achievement of personal or professional development goals. Mentoring relationships are voluntary (they may be assigned and enhanced by individual preparation and training but are not-for-hire); in contrast, coaching relationships are often (but not always) contractual (for pay). Coaching is a burgeoning professional field with certification, established ethical standards, and protocols of practice. Coaches are often hired outside an organization, while mentors usually come from within the organization. Although there are many mentoring best practices one can point to, mentoring lacks standardization and is not a professional field of practice (even though professionals practice it). Mentoring relationships evolve organically over time. The type and number of people involved in a mentoring relationship can vary (from formal mentoring to informal group mentoring or peer mentoring, for example), and multiple learning opportunities (shadowing, project development, conferences, meetings) are used in a mentoring relationship. In contrast, most coaching is carried out one-to-one, typically using one or two learning venues.

How individuals and organizations define mentoring depends on past history, training, and experiences. Without establishing some common ground regarding definition, expectations are never met to everyone’s satisfaction.

Several years ago, I worked with a highly motivated organizational planning team. At the beginning of the meeting, we set aside time to talk about individual experience with mentoring. The discussion began with my asking the people sitting around the table to identify symbols, words, or images that captured what mentoring meant for them. The two planning team members, who had previously participated together in a mentoring program, described mentoring as “taking someone under my wing.” When I asked what they meant by that, they used another metaphor: “You know, showing someone the ropes and protecting them. Kind of like a preceptorship.” Several people drew a handshake and explained that the image represented mentors as friends who have implicit trust in each other. Another drew an image of a door and proudly shouted, “Mentoring opens doors.” I urged him to say more. He responded, “A mentor opens doors so that others can walk through.” There were several images of a corporate ladder. One person pointed out the mentor at the bottom pushing the mentee up the ladder. Someone else had drawn a similar image, but with the mentor on top of the ladder with a hand extended downward, pulling the mentee up. The three corporate team members had previously discussed the need to establish a web of peer learning relationships; each envisioned a spider web and reported on the idea when it was their turn to present their image.

There were clearly multiple mentoring images among those in the room. In sharing their images, the group realized the need to establish common understanding about the concept of mentoring. It was obvious to everyone that the group would end up working at cross purposes and no one would be satisfied with the end result unless there was some clarification. The learning point is that however your organization ultimately chooses to define mentoring within the organization, learning and relationship must be subsumed in the definition.