Mentorship vs. Supervision: How You Can Be the Best for Your Staff

Mentorship vs. Supervision:
How You Can Be the Best for
Your Staff
Harkmore Lee, MSW
Director of Training & Education
Today’s Agenda
Overview of workshop
Group Agreements
Learning Objectives
Supervisions vs. Mentorship
How to develop a mentoring/coaching
Group Agreements
You may hear something you do not agree with or you think is "silly"
or "wrong." Please remember that one of the goals of this meeting is
to share ideas. All ideas have value in this setting. Also share YOUR
ideas and thoughts and avoid editorials of another colleague’s
What is shared and discussed with one another should “stay here”
– apart from ideas and solutions that will help your own work and
Please don't interrupt; use appropriate language, avoid third party/
side bar discussions, etc.
Group Agreements
BUT humor should never be at someone else's expense.
We have an ambitious agenda, so it will be important to follow the
time guidelines for the next two days.
Please turn cell phones, or any other communication item with an
on/off switch to “silent. If you need to respond, kindly step outside
Please feel free to take personal breaks as needed
Learning Objectives
To understand the difference between supervision and
To learn the benefits of developing a mentoring /
coaching approach towards those who you are
responsible for on a day to day basis.
To learn how to develop a mentoring/coaching
approach that will help those you supervise succeed.
Supervision vs. Mentorship
“Supervision” - to oversee a person or group of
people engaged in an activity or task and keep
order or ensure that she/he/they perform it
“Mentorship” - A mentorship refers to relationship
between an experienced professional and a less
experienced mentee or protege. During the
“mentorship” experience, it is common for a
“mentee” to be matched with a "mentor" who will
give them advice and help them succeed
Today we still refer to a
“mentor” as a wise individual:
experienced and trusted adviser”
(Oxford English Dictionary )
trusted counselor or guide, tutor, coach”
(Merriam-Webster's Collegiate Dictionary )
Would those you supervise describe you in
these terms?
A mentoring approach is important to an
organization because it:
Encourages mutual loyalty between employee and employer.
Increases employee retention.
Helps new employees acclimate to job and company culture
more quickly and increases their learning curve.
Improves organizational performance.
Increases employee productivity.
Creates a greater sense of involvement in the organization and
Increases employee morale.
Supports innovative work environment.
Increases creativity and exposure to new ideas.
Contributes to the development of a cooperative, productive
and service-oriented environment.
A mentoring approach is important to a supervisor
because it:
Represents making a difference to the organization, profession
and the staff member or volunteer.
Provides the fulfillment and satisfaction of helping others.
Gives “payback” for the support received from others in the past.
Expands effective communication skills.
Increases experience and skills for career development.
Provides an opportunity to communicate corporate values.
Creates a sense of team within work group.
Creates work allies.
A mentoring approach is important to a staff
member or volunteer because it:
Helps provide professional development.
Demonstrates the employer recognition of knowledge, skills and
abilities of the mentee.
Usually helps to advance career more quickly.
Increases confidence.
Develops creative and independent thinking.
Helps acclimate a new staff member to his or her job and
company culture more quickly.
Help off-site employees feel more in touch socially and
Results in a greater awareness of organizational politics and
Provides an appreciation and effective use of networking.
Develops proactive approaches to tasks and projects.
Creates a movement toward “expert” status.
What makes a good mentor?
Active listening
Role modelling
Clear boundaries
Analytical skills
Honest feedback
In the workplace, developing a
mentoring approach first takes the form
and role of a “coach.”
 In
the role of coach, a partnership with an
employee is developed in order to strengthen
and expand the employee's skills in specific
areas of job performance.
 Trust-
the glue of all relationships. When we
work in a climate of trust, we know that we
can predict the positive actions and attitudes
of another person. We know that she/he
cares about us and support our efforts.
Feedback- positive recognition of a job well
done or the constructive criticism of a skill or task
which could use improvement.
Desired behaviors- the actions or skills that
provide the most effective completion of a task.
Replacement behaviors- new behaviors to
replace ineffective or inappropriate behaviors.
Effective employee “coaches” will:
Establish a trusting relationship with all employees.
Listen more than talk.
Speak directly.
Value and model continuous learning.
Recognize their own limitations.
Make an effort not to overuse strengths.
Offer chances to take risks.
Remain curious rather than defensive.
Model accountability and ownership.
Meet others where they are and help them move forward.
Keep an optimistic attitude about people.
Effective employee “coaches” will:
Offer immediate positive recognition.
Help others view mistakes as learning opportunities.
Help employees work on one skill at a time.
Meet individually with employees to identify ways to help
them be more effective.
Use common courtesies (please, thank you).
Apologize for mistakes or for treating others without respect.
Confront the issue, not the person.
Demonstrate friendly, positive and upbeat behaviors to
So how do I begin?
Create a “coaching” or workplan plan for an employee with whom
you work.
1. Determine the employee's strengths and weaknesses:
• List job competencies, behaviors, or skills most important to
• Compare the individual's observable performance with the
desired behaviors.
• List future skills that may be needed.
2. Invite the individual to self-assess according to competencies.
3. Discuss the plans for improvement or growth.
4. Identify the best situation for new learning to take place.
So how do I begin?
5. Identify the best times for you to observe new behaviors.
6. Observe the employee and note what is effective and
7. Provide immediate feedback with examples and
describe replacement behaviors.
8. Model respect for the individual.
Feedback with Meaning Positive Feedback
 Describe
the behavior, such as producing a
certain quantity in a set time.
 Explain
the impact of the behavior for the
person, the job, and the organization or team.
 Be
clear in communicating what is effective or
successful so it will continue.
 Give
recognition for positive behavior.
Feedback with Meaning Constructive Criticism
Be specific and focus on the behavior, not the person.
Describe the significance of behaviors for the team or
team goals.
Remain calm.
Be selective in choosing only what a person can receive.
Watch for non-verbal cues.
Listen to the individual's perspective of the behavior
and/or situation.
Identify the benefits of improving the behavior.
Balance positive and negative feedback.
1. Think about a staff member or volunteer who you
currently supervise or may be supervising.
2. Identify two behaviors or skills of that person that you
value and see as a strength, as well as two more that
you see as a weakness and should be improved upon.
3. Pair up in groups of 3 in the room. Introduce one
another. Describe the strengths and weakness of the
your staff member/volunteer to each another (but
withhold the identity of that staff member/volunteer)
4. Take one of the strengths and weaknesses and have
your other two group members role play each strength
and weakness. Then provide both positive feedback
and constructive criticism
5. Discuss what the experience was like with each other.
Supervisor’s Self-evaluation
Select and list three personal changes you could make
which could significantly increase your effectiveness as a
mentoring/coaching manager:
Describe specific actions and appropriate times for you to
implement these changes.
Speak with your own supervisor to help you ensure your
success. Explain your goals for self-change.
Be trustworthy (have integrity) so you can build trusting
Listen to understand, not to judge.
Share information.
Operate from a belief that encourages taking risks.
Be yourself. Let others know who you really are.
Respect and maintain confidentiality.
Model accountability and ownership.
Meet others where they are and help them move forward.
Keep an optimistic attitude about people.
Use feedback as information, not as a tool for judgment.
Be willing to give feedback.
Offer feedback quickly.
Questions or Comments?
Thank you!
Harkmore Lee, MSW
[email protected]
(916) 446-2520, ext. 310
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