The Benefits

Some of the benefits of mentoring and coaching have already been addressed; this article looks at the benefits that are unique to virtual mentoring and coaching. Organizations use e-coaching and e-mentoring for the following reasons:

• Makes worldwide talent available locally. National and global organizations have employees who could benefit from mentoring and coaching programs but who are geographically too far apart for traditional programs. They must be sure that mentors and protégés in different locations are connected and that there is access to expertise.

• Optimizes learning for people with busy schedules. The use of asynchronous communication such as e-mail, instant messaging, and threaded discussions makes it possible for mentors and protégés to communicate when it is convenient. Using technology, mentoring and coaching can fit into busy schedules at work, on the road, and from home.

• Creates thoughtful communications. e-Mentoring and e-coaching allow the mentor and protégé time to respond in writing. When the mentoring involves electronic communication, it creates an opportunity to clarify thinking before writing and to reflect on the communication. The mere exercise of having to put a problem or a response into writing forces a level of organization and focus that might not be present in a traditional mentoring meeting or conversations.

Record of Communication

The use of e-mail results in a record. The correspondence can be read and threads (a string of e-mail about a given topic) reviewed at the participants’ leisure. The record allows participants to look for themes, reflect on advice given, and to review dialog after the mentoring period has ended.

Good Option for Time-Constrained Workers

e-Mentoring and e-coaching are good learning strategies for mid-level managers who don’t have time to attend traditional training. These managers are able to gain professional development around their time schedules and access mentors whose availability may not suit the schedule of a harried mid-level manager.

Good for Senior-Level Executives

This is also a good strategy for senior-level executives who are seeking a way to improve their performance. Virtual mentoring and coaching can provide development opportunities that fit their schedules. These managers may also find e-mentoring/ e-coaching programs to be a practical way to provide guidance and share expertise with less experienced managers.

Easy Accessibility

Virtual mentoring and coaching make it convenient to participate in a relationship. This mode eliminates the need to coordinate meetings that accommodate two busy schedules and require traveling to a meeting place. This format also affords greater accessibility to the mentor. It is possible for protégés to seek the advice of their mentors or coaches when it is needed because it does not require leaving what they are doing to attend a face-to-face meeting.

The Limitations

e-Mentoring and e-coaching are subject to the same limitations as traditional mentoring and coaching programs. Some of the most common problems are lack of support for the program and lack of commitment to maintain the momentum. Problems can also arise when mentors and protégés have different expectations of the program. There are significant difficulties in finding good mentors who are capable and committed. These problems are exacerbated by technology. The following limitations are specific to virtual programs.

Impersonal

Programs that do not have face-to-face components have been described as impersonal. Without the visual clues such as facial expressions or gestures and indicators such as tone of voice or rate of delivery, e-mail and other online dialogs can be impersonal. It can be difficult to get a sense of the full person over the Internet.

Interrupted Flow of Communication

Technology offers an opportunity to shift time so that we can communicate when it is convenient to us. Time shifting by its very nature means that the relationship relies on asynchronous communication such as e-mail or threaded discussion. So if the protégé asks a question it may be hours or days before he or she receives a response. The natural flow and the give-and-take of communication are interrupted by spaces of time. This breaks the natural train of thought and flow of communication.

Easy to Delay Replies

The use of e-mail and threaded discussions makes it easy to delay a reply. It is a temptation to make replying the last item to be addressed when working on one’s e-mail or put off reading e-mail for days.

Less Likely to Meet Colleagues of Mentor

Traditional face-to-face programs where the mentor and protégé are co-located offer fringe benefits. In traditional programs there are opportunities to introduce the protégé to the mentor’s colleagues and to see the protégé in the context of the work.

Technology Infrastructure and Participant Skills

e-Mentoring and e-coaching assume a reliable and ubiquitous infrastructure. An obstacle to virtual programs can be participants who lack access to a computer, e-mail accounts, or the skills needed to use a computer and e-mail.