CHAPTER 8Coaching and Mentoring
DALTON MEETS WITH Austin, head of Information Technology at Sojo Technologies, to determine the right path and approach to deliver feedback to one of his directors, David Allison. Austin is struggling with David because he was recently promoted to vice president, a role David believes should have been his.
PEOPLE-CENTRIC SKILLS IN THIS CHAPTER
- Coaching and Mentoring Defined
- When to Use Coaching and Mentoring
- What a Combined Coaching and Mentoring Approach Looks Like
- How to Deliver Contentious Feedback
KEY WORDS
- Coaching
- Mentoring
- Feedback
Prior to the team gathering, Dalton stopped by Austin's office as they had discussed the previous evening. Austin looked stressed and Dalton was not sure if it was due to the upcoming team training or the forthcoming issue. Dalton knew this was Austin's first executive management role. After a few minutes of pleasantries, Dalton learned he was struggling with one of his directors, David Allison. David was a man of great intelligence but there was a significant amount of tension between Austin and David. Since Austin was relatively new to this role, Dalton asked the obvious question: was the tension driven by jealousy? Austin was not 100% positive but he thought this had something to do with it. Austin and David had a very productive professional relationship prior to Austin's promotion. In fact, they might have been considered pretty casual friends. They were peers until the promotion. Since then, David ...
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