ABSTRACT
Research into mentoring and coaching has really exploded since the 1990s. There are many and various situations where people will label themselves, or find themselves labelled, with the title of ‘mentor’ or ‘coach. The generally accepted forms of the two roles today are the result of many different influences from different realms of research. This chapter treats the two as separate for the sake of simplicity, but in reality there is significant overlap between the roles and the skills involved in both. It highlights the key areas of interest and looks at some suggested tools to help us develop self-directedness in the learners. Tulpa put together a diagram to emphasise the importance of the alignment of needs when taking part in organisational coaching. There are many different paths to take in a coaching conversation, but one of the most widely used and easily applied is the GROW model.
