Do You Need A Coach Or Mentor?

Do You Need A Coach Or Mentor? Coaching and Mentoring – the difference. Simply put coaching and mentoring use the same skills and approach… but coaching is short-term task-based, mentoring is longer-term, broad-based.

The difference between a Coach or Mentor can be summarized as follows:

  • Mentoring – ongoing relationship that can last for a long period of time.
  • Coaching – has a set time duration.
  • Mentoring – more informal and meetings take place when the mentee needs some advice, guidance or support.
  • Coaching – more structured and meetings are scheduled on a regular basis
  • Mentoring – long-term and take a holistic view of the person’s life and business.
  • Coaching – short-term and focused on specific development areas/issues.
  • Mentoring – Mentor is more experienced, generally older and more qualified than the mentee. Mentor passes on knowledge, experience and may open doors to otherwise out-of-reach opportunities for the mentee.
  • Coaching – the coach does not need to have direct experience of their client’s formal occupational role unless the coaching is specific and skills-focused.
  • Mentor – focus is on broad career and personal development.
  • Coaching – generally specific to improving the performance or expanding opportunities.
  • Mentor – agenda is set by the mentee.
  • Coaching – agenda is set by the coach.
  • Mentoring resolves more around developing the mentee’s larger view on work and life.
  • Coaching revolves more around specific development areas.
  • Mentor – helping to shape an individual’s beliefs and values in a positive way; often a long-term relationship with someone who has done it before.

Note: Coaching and Mentoring are not Counselling. Counselling is a more intervention focused on helping an individual address underlying psychological problems. Counselling is a broader focus and greater depth. Counselling is to help people understand the root causes of long-standing performance problems/issues in their life. Counseling seeks to resolve underlying psychological problems.

 Steven MonahanTo learn more coaching and mentoring schedule an informal free initial meeting drop me a quick email: 

CEO’s Must Take Big Risks Or Be Disrupted

CEO’s Must Take Big Risks or Be Disrupted. This article outlines the new disruptive age of business. Ideas Institute Georgia.

Wall Street to CEOs: The Future Is Now

By Christopher Mims Features Dow Jones Newswires

Ford Motor Co.’s recent decision to boot then-Chief Executive Mark Fields, a 28-year veteran of the company, exemplified a shift in the priorities of big companies across the U.S. The message is simple: In an age of rapid disruption by the software and tech industries, a leader have to pick up the tempo and make riskier bets sooner… or else.

To make things worse for established players, investors aren’t comparing them to their traditional rivals, but to quick-moving Silicon Valley startups that are poised to make them irrelevant.

For pretty much any industry you can name — not just autos but manufacturing, logistics, finance, media and of course retail — there are tech startups purporting to have better ideas, ones they say they don’t need decades to make into realities. It isn’t as if all these industries will see massive CEO turnover, but it does mean established companies need to consider drastic measures. They must be willing to tell their stakeholders they may have to lose money and cannibalize existing products and services, while scaling up new technologies and methods.

“Ten years ago, innovation was based on features and functions,” says William Ruh, chief digital officer at General Electric. “Now it’s about your business model and transforming your industry.”

Before, companies could innovate by acquiring tech startups. But the top disrupters now grow so quickly and capture so much market share, they become too valuable to buy or are unwilling to sell. “It’s now a battle to the death,” says Mr. Ruh.

Mr. Fields did much that was good for Ford, returning consistent profits. But as it became clear the automotive market was entering a revolution of electric vehicles, self-driving technology and ride-sharing — with stars like Uber, Tesla, Lyft and Waymo starting to shine — Ford’s stock sank. The share price is down 40% since Mr. Fields took over three years ago.

Mr. Fields even set a course for adopting these emerging technologies. He just couldn’t do it fast enough for Ford and its shareholders.

Other CEOs are being dismissed as their businesses post losses in the face of tech-heavy competition. In the past year alone they include Ronald Boire of Barnes & Noble, GNC Holdings’ Mike Archbold and top executives at three of the six major Hollywood studios.

Mickey Drexler, CEO of beleaguered J. Crew, admitted that if he could go back 10 years, he might have done things differently, to cope with the rapid transformation of retail by e-commerce. Who then would have predicted that in 2017, the No. 1 online retailer of clothing to millennials would be Amazon?

CEO turnover isn’t necessarily the only solution on the table, says Horace Dediu, a fellow at the Clayton Christensen Institute for Disruptive Innovation, a think tank based in the San Francisco Bay Area. Companies also have to incubate potentially disruptive startups within their own corporate structures. This means protecting them as they develop, and being willing to absorb their losses for as long as their competitors do. Consider, for example, that Amazon made almost no profit for its first 20 years.

Another retailer, Amazon rival Wal-Mart Stores Inc., has recently seemed to be managing this transition well. In its most recent quarter, Wal-Mart’s e-commerce division increased sales 29% from a year earlier. Many analysts thought the company overpaid for, which cost it $3.3 billion in August 2016. But the acquisition brought e-commerce veteran Marc Lore, who became chief executive of Wal-Mart’s online operations and quickly replaced existing executives with members of his own team. Importantly, Wal-Mart credits its recent growth in online sales to “organic” growth of its operations — the division Mr. Lore heads.

Even companies that have long depended on in-store, analog experiences are following this playbook. Luxury brand company LVMH Moët Hennessy Louis Vuitton, for example, hired Ian Rogers, the former CEO of headphone maker Beats and a former Apple Music executive, to build an e-commerce portal for its high-end brands.

To the extent that an executive shake-up brings in leaders who can build and protect disruptive business models, the new leaders must be part of a team with the rare skill of maintaining an existing business at the same time. It’s a skill that GE Chief Executive Jeff Immelt, for one, has mastered.

GE has seen steady growth as its core businesses expand while it adds new product lines. It can’t just innovate; it has to deliver innovations at scale. Before we give up on every company that doesn’t have an eccentric, hard-charging founder and technologist at its helm, remember the advantage big companies like GE do have over upstarts: the manufacturing and logistics infrastructure sufficient to deliver new products globally.

To return to automobiles, consider General Motors Co. It’s possible, albeit unlikely, that GM could become merely a supplier to transportation service providers like Uber. To counter that threat, GM is investing in companies such as Lyft, while also experimenting with its own ride-sharing services. Should GM buy Lyft, perhaps Logan Green, chief executive of Lyft, could take a high post at the car maker — even the CEO job. It would certainly make sense in a future where auto makers sell subscriptions to transportation instead of cars.

Sound outlandish? Ford didn’t think so. Its new CEO, Jim Hackett, was previously head of the company’s Smart Mobility division, which works on autonomous cars.

Dow Jones Newswires


Can You Sense It See It and Feel it?

Can you sense it, can you see it, can you feel it yet? Something has shifted. Something has changed. Something big has happened.

We have transitioned into new times. We are in Transitional Times. We have just left the industrial/manufacturing era. Yet, we have not arrived at our new future. We are in transition.

Entrepreneurs and freelancers represent the future of the workplace, as traditional office jobs and manufacturing become less and less relevant.The time when we went to college, then worked for the same company for twenty-five years is gone. Workers will need continual training and continual education to keep up. Technology changes monthly. We need a new mindset and new ideas to keep pace with all the new things flowing to us.

What do we need to do to prepare for this future?

How should we react now in these times of transition?

Frankly, we or no one else has an answer…but we need to be looking at it, exploring it, creating answers and then sharing them. We are in the process of creating a place to do just that. Education must change. We educated for the linear, assembly line, or everyone in a neat little cubicle world. That world is no longer relevant. We need rapid and continual education for today’s workforce. In these new transitional times we must teach and inspire the new “Ideas Age” workforce. They require new skills.

We have recognized that and we are creating Ideas Institute Georgia to teach people new ways of looking at work and living life. If you are searching for answers, searching for solutions, then you may want to join Ideas Institute Georgia.

Visit the Ideas Institute Georgia website and subscribe to learn of their upcoming Edutaining Talks. Talks that will be both educational and entertaining.

Science has shown that we learn best when we combine learning and fun together. Using our left brain for logical learning and our right brain for creative fun the two spheres connected make for a powerful learning experience.

Plan to attend Ideas Institute Georgia’s.

“Edutaining Talks”

“You will leave with a smile and a fresh new way of looking at things”

Can You Sense It See It and Feel it?


Steven Monahan, Executive Director

Ideas Institute Georgia.


Ideas Institute Atlanta Leadership Coaching

Ideas Institute Atlanta Leadership Coaching – Coaching founders in for profits and Executive Directors in nonprofits. Revenues or donations below $2 million annually. Steve is a LinkedIn inPro in nonprofit consulting. Contact him via LinkedIn or directly at

“Helping leaders create extraordinary outcomes”

Our target is small to mid-size nonprofits with a donation base below $ 2 million.


Thinking outside the box.

Moving beyond one’s comfort zone.

Visioning possibilities.

Developing leadership.

Cognitive intelligence

Creative program development.


Public Speaking.

Communications via social media, publishing a book, developing a platform, becoming a local thought leader in your field.


Steve is a results driven, caring person. Steve has a great work ethic and great nonprofit marketing and visual astuteness when it comes to business. Whatever he touches turns to gold. It is a great honor to know Steve is wise, kindhearted and considerate.- M.C

Engaging Steve Monahan as my business mentor has been very beneficial for me. I made some major changes in my life. Steve quickly helped me get my answers His marketing input has been invaluable.  I am now a member of his Ideas institute Atlanta Mastermind. – S.R

 Steve is a warm and compassionate human being. With vision and wisdom leading his way, Process oriented, attention to detail, and results driven are only a few of the many attributes Steve has in his arsenal. Never letting his focus stray from task at hand, Steve is a valuable marketing resource and mentor that every person should have the pleasure of knowing. -J.C.

I met Steve on LinkedIn when I was compelled to connect with him after I read some of his intelligent and provocative articles on animal welfare. He is as compassionate, gracious and fierce about what he believes as are his articles. He has a generous spirit that is as contagious as is his generous smile. Steve tirelessly creates ideas to further his vision while attracting like-minded support and talented people. And his sense of urgency reflects his commitment to making a positive difference through his outreach/advocacy/educating.- C.M.


Ideas Institute Atlanta Leadership Coaching


Ideas Institute Atlanta Leadership Coaching

Today’s Quote Ideas Institute Atlanta

Enjoy Today’s quote from Ideas Institute Atlanta. In your life and in your work, be original. Be a Voice Not an Echo.

Today's Quote Ideas Institute Atlanta

Quotes Ideas Institute Atlanta

Confidence – Quotes Ideas Institute Atlanta


Quotes Ideas Institute Atlanta

Today’s IDEAS Quote

Today’s IDEAS Quote.

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