Mentoring & Coaching Strategies

Leadership Coaching
& Mentoring
AZAMI IBRAHIM
INSTITUT AMINUDDIN BAKI
GENTING HIGHLANDS
© Institut Aminuddin Baki, Ministry of Education, Malaysia

IN MY SCHOOL..
WHAT’S THE ISSUE ?
WHAT’S THE REAL ISSUE ?
HOW TO SOLVE THE ISSUE ?

ISSUES IN MY SCHOOL..
`THE BIG `WHY’
THE small `why’ ?
MAIN CONCERNS ?

The Strategy…
Define the issues / concerns

Measure – how serious
Analyse Gap
SWOT, cause & effect,
etc
Analysis, Ishikawa
Improve Draw action plan

Discuss, Decide / agree,
Control Report
Coordinate, Monitor, CSS

GROW Model
Agree the goal for the session What is happening now ?
GOA REALITY
L
WRAP UP OPTIONS
Making it happen!!
What can be done about this ?

Effective Leadership
Leaders take their
staff from
where they are
to where
they’ve never
been before
EC for SBT copyright aminani 2010 IAB KPM
Roles of Leaders
MONITOR PROBLEM-SOLVER CONTROLLER
COACH
LINKER
EXPERT GUIDE MENTOR
MANAGER
RISK-TAKER
ADVISOR MODEL PLANNER
FRIEND STRATEGIST LEADERS TEAM-WORKER
MOTIVATOR
COMMUNICATOR PHILOSOPHER
COUNSELOR TRAINER
DELEGATOR JUDGE
SUPERMAN & SUPERWOMAN? TEACHER

HUMAN DEVELOPER
SUPPORTER
PROFESSIONAL
LEARNER CULTURE-BUILDER
EXPERT LISTERNER TEAM-BUILDER

Benjamin Franklin
Benjamin Franklin once said,
“There are two ways to acquire wisdom; you can
either buy it or borrow it.
By buying it, you pay full price in terms of time
and cost to learn the lessons you need to learn.
By borrowing it, you go to those men and women
who have already paid the price to learn the
lessons and get their wisdom from them.”

Andrew Carnegie
"Men are developed the same way

that gold is mined.
When gold is mined, several tons of
dirt must be moved to get an ounce
of gold; but one doesn't go into the
mine looking for dirt - one goes in
looking for the gold."
Remember Tiger Wood?
Coaching is
like having a
personal
trainer for
your life.
Roles of Leaders
mentoring
leader
coaching
counseling

Who
An individual with advanced experience and
knowledge who is committed to giving
mentor support and career/job advice to a less
Experienced person
A coach helps workers grow and

coach improve their job performance
A person engaging in a supporting process

counselorto define and correct personal problems
or skills that affect performance
What
Best approach for above average

mentor performers, those who are excelling.
An excellent activity for people who are performing

OKAY. It helps workers grow and improve their job
coach performance by providing suggestions and
encouragement.
An appropriate choice for those who are

counselorperforming below average.

Active listening?
Would you mind if I
make a few calls while
I carefully listen to
your ideas?

A Structured Interview - a comprehensive assessment
for executive coaching
Leadership profile: self-awareness, interpersonal

skills, thinking skills
A personality profile
A self-assessment profile for the coach

SELF‑ASSESSMENT
• Take a few minutes to reflect about yourself, and complete the SWOT
analysis framework below.
• As a COACH, use Active Listening to help your partner to reflect on
his/her practice.
Strengths Weaknesses
• •
• •
• •
Opportunities Threats
• •
• •
• •
Group
Activity
SELF‑ASSESSMENT
1. One of ways I have felt most challenged in
my job is…
2. One aspect of my job I have felt least
inclined to perform is...
3. If given the chance, I believe I can exceed
my job requirements by…
4. One of the ongoing frustrations of my job
is…
5. My professional goal is to… Group
Activity
What can go wrong…
• Commitment
• Time
• Regularity of contact
• Lack of skills
• School or district culture
• Expectation of others
• Movement of staffs
• Sickness
• Not enough support staffs
• Not getting started

Summary
1. Leader establishes an area of focus.
2. Coach observes the leader in action.
3. Coach takes careful, descriptive notes.
4. Coach and leader take 5 to 10 minutes
apart to prepare notes on the
observation, setting these down
according to:
a) Strengths – what worked well;
progress made towards goals.
b) Development – what could have been
done better; what were missed
opportunities.
5. The pair again meet up.
Summary
6. Coach describes what he or she observed, and
the leader actively listens, without
interruption.
7. Leader self-evaluates, giving his or her
reflection on strengths and development.
8. The pair open up the session for reflective
dialogue, involving questioning, discussion,
and putting forward ideas.
9. Coach and leader review existing goals, set
new ones, and plan out the actions needed to
achieve them.
References
1. Holliday, M. (2005). Coaching, Mentoring and
Managing. 2nd. Ed. Advantage Quest Publications.
Petaling Jaya, Malaysia.
2. Landsberg, M. (2003). The Tao of Coaching. Profile
Books Ltd. London.
3. Robertson, J. (2005). Coaching Leadership. Building
Educational Leadership Capacity through Coaching
Partnerships. NZCER Press. Wellington.
4. Robertson, J. (2005, Sept.). Coaching and Mentoring

Course Handout: Leaders Coaching Leaders through
Professional Partnerships. 4th. Ed.

Mentoring & Coaching Strategies

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Leadership Coaching

© Institut Aminuddin Baki, Ministry of Education, Malaysia

WHAT’S THE ISSUE ?

WHAT’S THE REAL ISSUE ?

HOW TO SOLVE THE ISSUE ?

© Institut Aminuddin Baki, Ministry of Education, Malaysia

`THE BIG `WHY’

THE small `why’ ?

© Institut Aminuddin Baki, Ministry of Education, Malaysia

Define the issues / concerns

Improve Draw action plan

© Institut Aminuddin Baki, Ministry of Education, Malaysia

© Institut Aminuddin Baki, Ministry of Education, Malaysia

SUPERMAN & SUPERWOMAN? TEACHER

EXPERT LISTERNER TEAM-BUILDER

© Institut Aminuddin Baki, Ministry of Education, Malaysia

"Men are developed the same way

EC for SBT copyright aminani 2010 IAB KPM

A coach helps workers grow and

A person engaging in a supporting process

Best approach for above average

An excellent activity for people who are performing

An appropriate choice for those who are

EC for SBT copyright aminani 2010 IAB KPM

EC for SBT copyright aminani 2010 IAB KPM

Leadership profile: self-awareness, interpersonal

EC for SBT copyright aminani 2010 IAB KPM

EC for SBT copyright aminani 2010 IAB KPM

4. Robertson, J. (2005, Sept.). Coaching and Mentoring

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