| When determining the difference between a coach, | | | | "mentee" because of the expected return. So what is |
| mentor, and consultant, it is necessary to look at | | | | the expected return of a mentor? Many times the |
| specific roles and functions. First, we must look at the | | | | return could be as simple as affirmation or learning. |
| focus or concentration - what is the specific focus of | | | | Simply having a mentor will not guarantee that a |
| the person? Second, we should look at the type of | | | | person can advance in an organization and may not |
| agenda or role the person has. Third, look at how the | | | | even be recognized as an "official" relationship, like a |
| relationship is chosen and or cultivated. Fourth, how | | | | coach. The mentor's scope is more than likely a |
| does the person garner influence? Fifth, what is the | | | | general one - for example, if a person chooses a |
| expected return for the services of the person? Finally, | | | | mentor in his or her profession, the mentor will likely |
| we must determine the scope of the person's work. | | | | cover many facets of that profession, including |
| Coaches appear in various forms, such as | | | | knowledge, preparation, networking, and technical |
| professional, life, relationship, and sports team coaches. | | | | function. |
| All coach types share the same criteria. The focus of | | | | A consultant may take the form of mentors and |
| the coach is in specific performance - for example, an | | | | coaches, but the primary difference between a |
| organizational coach is usually responsible for | | | | consultant and coaches and mentors is that a |
| increasing or improving performance in a given area. | | | | consultant is usually paid for the specific task at hand. |
| The agenda for a coach, then, is usually fairly specific - | | | | The focus of a consultant is usually not a specific |
| improve batting average, increase sales, etc. A coach | | | | performance or individual but a complete process or |
| usually arrives in the relationship selected by someone | | | | concept, such as customer service. The consultant |
| other than the "coachee" - in other words, the | | | | works on a specific agenda, as determined by the |
| relationship is not self-selected. Coaches also influence | | | | organization and the consultant. The relationship |
| through their position, such as in the sports world. But | | | | between consultant and client is usually self-selected |
| what is the expected return for a coach? As we've | | | | by the client and based on cost, word of mouth, or |
| already discussed, a coach is looking for performance | | | | area of expertise. On the other hand, the consultant |
| and possibly teamwork. Finally, a coach's scope is | | | | can influence the client because of the perceived |
| usually task-related. | | | | value he or she presents, as well as based on the |
| Mentors vary slightly from the coach. A mentor's | | | | record of past accomplishment. Because a consultant |
| focus, unlike a coach, is typically on the individual and | | | | relationship is usually paid, the expected return typically |
| not on a specific task or performance. A mentor also | | | | has a link to a monetary value, such as higher |
| takes a more general role to the individual, that is, there | | | | efficiency or monetary savings. Also, whereas |
| is usually a less-specific agenda. Many mentor | | | | coaches and mentors tend to be general or task |
| relationships are self-selected - keep in mind that a | | | | related in scope, a consultant's scope is defined by the |
| coach is usually assigned to a person or a team, | | | | consultant and the organization or client. |
| whereas mentor relationships usually spring from | | | | There are obviously subtle similarities between |
| mutual interests, work styles, and histories. A mentor's | | | | coaches, mentors, and consultants. But when you look |
| influence usually comes from the perceived value of | | | | at the specific criteria of the relationship, you can see |
| the relationship as opposed to position. The person | | | | that the differences should keep us from interchanging |
| choosing the mentor also chooses to take the role of | | | | terms. |