Task 1: Critically evaluate the similarities and differences between coaching and
mentoring, as well as two other learning interventions within an organisational context.
You should consider the tangible and intangible benefits of coaching and mentoring to
organisations (Return on Investment) (Week 2)
• Define coaching – provide academic definitions and examples of coaching in practice, as
well detail on the coaching models discussed in Week 3;
• Define mentoring – provide academic definitions and examples of mentoring in practice;
• Draw similarities and differences between the two;
• Compare both coaching and mentoring to two other learning initiatives – look at
Clutterbuck’s Four Styles of Helping for a framework to draw against;
• Consider the tangible and intangible benefits of coaching and mentoring to employer and

Task 2: Critically evaluate the line manager as a Coach/Mentor, including an assessment
of the necessary skills and behaviours (Weeks 4 and 7)
• Discuss the multi-facing role of the line manager (leader/manager/coach/mentor)
• Benefits/drawbacks of line managers as coaches/mentors;
• Assessment of skills and behaviours needed for success as a coach/mentor, including the
ability to understand and put into practice the coaching models discussed in Week 2. You
do not have to cover every skill – be selective and choose what you consider to be the most
important ones.
Additional C&M Report Guidance Rachel Cook

Task 3: Critically evaluate the role of coaching and mentoring in building resilience and
dealing with change (Week 8)
• Define the terms ‘resilience’ and ‘change management’
• What are the (existing and emerginh) drivers of change in the workplace?
• How can poorly managed change impact the workforce?
• How does building resilience, through coaching and mentoring, help the workforce deal
with change?

Task 4: Critically evaluate your own performance in the peer coaching exercise (Week
6), with reference to relevant reflective cycles and the coaching model used. You should
present an honest and transparent reflection, highlighting your strengths and
weaknesses. You should also include a personal development plan
Remember: Whilst Tasks 1-3 should be in third person, the personal reflection (Task 4) can
be written in first person, if preferred.
• Your reflection is based on your performance as a coach in the peer exercise. Only
as a coach, not your performance as the coachee or observer;
• You can use the notes provided by the observer to enhance your reflection here;
• Use a recognised reflective cycle (Kolb, Gibbs, etc.) as a framework for your reflection;
• Provide a PDP (can go in main body or appendices)
• Conclude whether you think the Instant Pay Off Model was effective or if you would
use a different model (OSCAR/GROW) in future;
• Think about: What did you enjoy/what were you good at? What has been most useful?
What did you struggle with? What necessary skills and behaviours did you have/have
you got now? How will you apply skills you have developed in the future? How will
you develop your coaching/mentoring skills further?