The Concepts of Mentoring, Coaching, and Discipling

Published: 2021-06-22
1418 words
6 pages
12 min to read
George Washington University
Type of paper: 
Case study
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This case between Terry Larsen, the Chief Executive Office at CoreStates, and Yvette Hyater-Adams is a reflection of their mentoring, coaching, and discipling program within the past five years. Through this case study, the two describe their undying efforts to create a healthy workplace relationship that cuts across all the gender and race boundaries. Through their efforts to lead the organization towards a more inclusive culture, Yvette Hyater-Adams and Larsen admit the challenges and subsequent reward of their strategies. Thus, to ensure even more desirable results, the two leaders applied the concepts of mentoring, coaching, and discipling, which are demonstrated in various instances within the text as described in this section.

The coaching practice, especially within an organization, involves an instructor and the learner getting together in an honest manner to accomplish a particular organizational objective. This form of training requires the learner to exhibit professional characteristics such as honesty, and the drive to perform the same duties on their own. Within the case study, one of the instances, where the coaching concept is demonstrated, involves the scenario when Yvette Hyater-Adams is transferred to the companys Philadelphia headquarters. The coaching process takes place between Yvette Hyater-Adams and the Director of EEO/AA (Equal Employment Opportunity/ Affirmative Action), who doubles up as her instructor. The main aim of the process is to equip her with the necessary expertise to take over the position. Hyater-Adams commitment and dedication to the plan see her through the process as a successful candidate (Thomas, Zane & Heaphy, 2001).

The concept of employee mentoring also appears severally within the case study. The mentoring process takes place after the desire or motivation to emulate another persons habits, professional operations, and personal patterns. Other characteristics that can be emulated through the process involve leadership and managerial skills. Within the case study, the concept is evident in employee interactions especially after their participations in the companys Diversity Awareness Workshops. Due to the mentoring program, employees from different races had managed to come together and emulate desirable characteristics from one another, in more personal ways. Through constant conversations, informal discussions, and workshop presentations, the employees mentored one another regarding the best ways in which they can ensure culture change and diversity. The mentoring concept is also clearly depicted by the reporting relationship between Larsen and Hyater-Adams.

The concept of discipleship is also demonstrated by the case study. Discipling has been used to reinforce the relationship between mentors or instructors and the learners. The discipling practice requires the revelation of minute aspects of ones life just as Jesus did with his disciples. The practice requires a learner to walk alongside the mentor, make relevant inquiries and comments that are aimed at improving the relationship. This concept is demonstrated within the case study after the introduction of the Quality Initiative. This program required the assignment of a senior executive to a quality coach, to whom he or she would work along and ask questions. Within the discipling program, Larsen who appeared to be so eager to put in additional efforts and endure certain risks to improve his knowledge on diversity concerns sought the assistance of Hyater-Adams, as his quality coach. The association enabled Larsen to learn various lessons including ensuring a strong personal presence, effective business skills, and organizational values.

The Issues of the Case and Reasons for Their Occurrence

Some of the issues highlighted in the case include cultural inclusiveness and diversity. These primary issues affecting organizational relationships within the company are as a result of the differences in gender and race, existing between employees. There were some diversity issues which Larsen saw as potential causes of future organization failures. For instances, due to the race and gender of Yvette, the deputy director of the EEO/AA, most people within the organization fought against her appointment as the director. Many people failed to see beyond her qualifications and concluded that she has personal agendas. Her being different from the others prompted numerous speculations regarding her suitability for the position. Also, since she was a woman, many senior employees developed negative assumptions. However, the successful initiation and management of various inclusivity and diversity programs by Yvette proved to the major motivating factor (Thomas, Zane & Heaphy, 2001). Regardless of her being senior to Larsen, Yvette successfully managed to promote and encourage a culture of tolerance, understanding, reporting, and communication between her and her boss. In turn, other employees from all ranks managed to emulate from their close relationship. After several weeks, the organization could boast of a more diverse culture in which employees of all races and gender could constantly hold useful discussions. Also, the Quality Initiative also went a long way in promoting cohesiveness within the company (Hofstede & Hofstede, 2005).

The Participants Relational Situation After CoreStates

After the acquisition of CoreStates and the establishment of Prime Directive by Hyater-Adams, the two main participants (Larsen and Hyater-Adams) quickly adjusted to their new situations. Even after Larsens retirement, he managed to maintain contact with Hyater- Adams and still worked in running the Prime Directive as a board member. The values and skills that Larsen and Yvette had learned from one another at CoreStates enabled them to maintain a very strong professional and personal relationship. During an interview, Larsen admitted that he had never coached or mentored anyone before he engaged in a cross-coaching and cross-mentoring relationship with Yvette. Each participant, therefore, benefitted from the skills, attitudes, and roles of the other and quickly noticed the special significance of the process. Their relationship was further strengthened by their openness towards each other especially on issues about gender and race. Also, their relationship at CoreStates enabled the two main participants to gain confidence in making risky business decisions and operations.

Yvette on her part also admitted her initial fear and dislike of handling workplace closeness, especially with her bosses. Nevertheless, the intimate, honest, and professionally enriching relationship she had with Larsen working over the years at CoreStates improved her ability to work with diverse people holding conflicting views. Currently, the two are working under an atmosphere of utmost trust and honesty. Yvette admits that she has never been so close to someone outside her family.

Implications for Coaching and Mentoring

Through coaching and mentoring, the company recorded significant improvements in the manner in which employees grew, learned, and connected with each other. Through the coaching and mentoring processes, several employees (including Yvette) who were considered to be different due to their gender and race were now able to feel comfortable with their bosses and demonstrate increased loyalty to the companys values. Moreover, these programs resulted into enhanced communication channels and feedback platforms, which subsequently enhanced their work experience. Since employees satisfaction is closely linked to employee retention, the company was able to save huge amounts of resources that would otherwise be spent on routine recruitment and training of new employees. Besides, these coaching and mentoring processes also ensured that new and less experienced employees quickly adjusted to the environment. The outcome of this was better efficiency in workplace performance and personal development. The procedures also ensure an easier identification of the potential strengths and weaknesses that the management could address for long-term success (Hampden-Turner & Trompenaars, 2000).


After all, said and done, Larsen and Yvette should embark on a project that is aimed at developing the mentoring and coaching skills within Prime Directive to allow them to improve future and current employee leadership potentials. The Prime Directive co-workers can also focus on building in-depth leadership capabilities within their organization. Moreover, all the team leaders, first line managers, and managers must be critically evaluated against their leadership qualities on a routine basis, as a subset of the companys performance appraisal process (Hofstede & Hofstede, 2005).

Also, the two leaders should ensure an environment that is value-oriented and work-driven. To achieve this, the leaders should encourage and evaluate the consistency of performance output per employee, and their alignment with the values, mission, and goals of the company. A supportive environment sustained by teamwork can be used to stress the organizational approaches and values. Last but not least, the company can introduce changes to its strategies, structure, and roles so that to encourage flexible transitions in employees adjustment and work processes.


Hampden-Turner, C. & Trompenaars, F. (2000). Building Cross-Cultural Competence. How to

Create Wealth from Conflicting Values. Chichester: John Wiley & Sons.

Hofstede G. & Hofstede G.J. (2005). Cultures and Organizations, Software of the Mind (2nd

Edition). New-York: McGraw-Hill.

Thomas, D. A., Zane, N., & Heaphy, E. (2001). Yvette Hyater-Adams and Terry Larsen at CoreStates Financial Corp.

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