Leaders in all kinds of organisations have discovered that success depends not only on talent, hard work and experience but also on a process of continuous and relevant learning. There are many ways to do this and there is one that has been called “the best kept secret of leadership”: personal coaching and mentoring.
We also know that there are natural barriers to starting the process, such as the difficulty of identifying a need, wondering what others will think, or just concerned about whether you have the time or money. Please be assured that there is nothing lost by having a friendly conversation to explore the options.
The difference between coaching and mentoring
The word “coaching” is often used to denote both coaching and mentoring. So let’s first explain the difference.
In coaching, we ask generic questions that help you to set your own goals and maximise your abilities in achieving them; the coach listens a lot and observes carefully.
In mentoring, we offer guidance and advice in a particular field; in this case it is from my experience of leading and observing nonprofit organisations around the world.
The best time to engage a coach is when you are (or will soon be) in a leadership role and already making progress. Then it can help you to reach more of your potential and so make your greatest impact in the organisation. You can’t get this in books or courses alone. It has to be tailor-made for you personally.
You may want to improve results, solve a problem or take advantage of an opportunity. You may be building a high-performance team or working through issues with the board. Or perhaps you’re going through a personal transition and you need a credible, experienced advisor.
In my consultancy work, leaders usually ask me for both coaching and mentoring. I welcome this as it soon enables us to identify gaps as well as strengths. This page is a brief explanation that may help in deciding whether it is for you, but the most important ingredient is your own motivation and desire for excellence.
Here’s how I work in coaching leaders:
- I take the time needed to understand the person and the situation, by listening, observing and reflecting. Each is unique and at the same time many issues can be typical – and I try to see, hear and sense them all. I ask questions that help the leader to set a personal agenda for development.
- I work in the real context. Artificial training techniques have their place, but I prefer to coach leaders in their actual, current situation. It might mean, for example, observing meetings, going through a presentation beforehand or discussing something on the phone at the time it happens.
- I tell the truth, privately and confidentially of course. If I see something that I believe needs to be addressed, I say so. Many leaders find this objective feedback extremely valuable and it can be an important source of personal growth.
I take only 2-3 clients at a time so that I can give each one my full attention, and the rest of the time I am actually leading organisations.
© Charles Clayton 2025
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Charles Clayton 