Interviewer: Do you feel that coaching or mentoring are effective professional developmentals?

If so why? If not why not?

Interviewee: Yes to both actually. Although its possible for them not to be effected and to take
the kind whine first. In my experience, at least efficacious relationships are those that blow the
line between Coachella and mentoring and make their build as coaching. Actually, somebody
tries to into pose themselves as a mentor really, and that that can just be um-balanced.

It's not necessary what either party is expecting and those things can go on. For me, coaching-
works at any time in someone's career or life generally. When they need some [unintelligible
00:01:02] for something that they're facing. That they're finding difficult to resolve on their own.

It's helpful to have someone else ask questions that makes you think differently, makes you
explore things differently. Its confident building actually, to have that sort of dynamic. Because
you feel as those questions [unintelligible 00:01:32] You can feel the fact that its your own
resources your drewing on.

There is something very satisfying actually about having it reflective back on to you. What your
skills are and you’re components are and that [unintelligible 00:01:43]. Coaching is really
helpful, both as a form of sort of this is a coaching session, but also as a style of management.
When your working with your teams, [unintelligible 00:01:56] Resolving things in the team is
helpful.

Mentoring is slightly different. It is most helpfull when some body is taking a promotion or
moving into a different [unintelligible 00:02:12]. Therefore can reality benefit from the kind of
[unintelligible 00:02:20] and focused wisdome of someone who's been on that part before, Its
probably worthwhile having coaching as well at that time, but there is a real value in
[unintelligible 00:02:30] of someone with more experience.

For example, when I became a director of-- I had two directed mentors. One who was a DCS
mentor and one who was a DAS mentor. Really, Vicky needing an input at director level on both
of those different do mains.

Interviewer: Do you think that coaching and mentoring is embedded in this organization?

Interviewee: No. Not all.

Interviewer:That was short.

[laughing]

Interviewer: I could say it a little bit more so. When I was appointed as a director here, I was in
the process of [unintelligible 00:03:14] and for that I needed to build coaching of ours. I offered
people coaching. People took that up and I think, found it helpful. Um, I certainly valued getting
the coaching hours, because I was getting know some of my team in that way.
It was very clear that those people haven't generally been offered anything like it, experience of
anything like that. Once I had completed my couch hours, sometimes people contacted me and
was, "Do you still couch Rachael?” or “Would you like to mentor?" I had coached and mentored
people inside the organization since that time. But it goes back to [unintelligible 00:03:52]
opportunity is not being evenly available, which is that those people sort me out, asked the
questions, If you don't ask, you don't get. Because am interested in peoples [unintelligible
00:04:03], I was willing to do it, I took them all. I've got nonsense that there are any other senior
managers doing that, got no sense that you can sych that elsewhere. And from time to time I've
been asked if I can [unintelligible 00:04:21] coaching for the people. When a particular Lyn
manager is interested in securing one of their members of staff, and of course where I don't have
a budget for that and where they don't have a budget for that, if I'm not able to coach, then no one
else is for free. Then it doesn't get done.

Interviewee: Okay. Last question, would you like to see coach or a mentor become a formal
process within this organization?

Interviewer: [unintelligible 00:04:47] to that would be yes, but my more thought of answer to
that would be, we should be careful what we wish for, and I would say that because of the way
we formalalize process in the organization. My worry would be that if we made it a formal
process in disorganization, it would be man dated and measured and if you didn't achieve a set of
things after your coaching or your mentoring then somehow, either you would be [unintelligible
00:05:16] or your coach or mentor [unintelligible 00:05:17]

There's something about how we find a way. It should be [unintelligible 00:05:22] part of
professional development in every organization that exists, and it should be made [unintelligible
00:05:31] whatever stage of their career development they are, on an [unintelligible 00:05:32]
But I do think there needs to be a certain amount of pull, so you cant [unintelligible 00:05:44]
everyone and coaching wouldn’t be right for everyone at a particular point of mentoring.
[Unintelligible 00:05:46] Unless there’re making the kind of move [unintelligible 00:05:48]