The Industrial Society reports in a 1999 study that over 80% of 300 companies surveyed found that coaching and mentoring improved their employee performance and profitability. Coaching, (which by definition focuses on achieving specific goals) and mentoring (which focuses on open and evolving issues) are closely related activities, and for the purposes of this short article are considered synonymous. HR Quarterly reports that business and executive coaching are the most effective tools leaders have for achieving sustainable growth, change, and the development of quality staff, teams, and organizations.

Many of us use coaches, and quite a few of us provide coaching to others, as we grow to understand the importance of that role. I learn as much as I teach from several people I mentor. My long-term mentor works in the rarified air of a multi-national corporation, but he knows leadership and complexity, and offers regular down-to-earth advice and counsel. I use him regularly as a sounding board and external conscience. I have many friends and colleagues as well, whom I rely on for guidance and decision-making. I have always found that my personal and professional network is a priceless resource that sustains me when hard decisions have to be made.

I am always shocked to find how few upper-level managers and executive directors in our field have mentors. Through numerous conversations I have learned that many of us work in isolation; we guard our indecision and confusion about complex problems; or we rely on our peers for guidance. Of course, our peers are often just as sheltered from support. Such isolation leads to routine, and often bad, decision-making; status quo preservation; restrained risk-taking; and internal focus instead of community building. The challenges that now face the rehabilitation field are enormous and we all need assistance and thought-provoking guidance from smart people.

There are many places to look for a coach. There are professional coaches: my friend and colleague Katherine Carol at Tango Consulting (www.tangoconsulting.org) is one of the best. There are Service Corps of Retired Executive (SCORE) (www.score.org) members who can fit this role. There are friends and family, your banker, local entrepreneurs, and politicians. People love to give advice, so look for people who make tough and successful decisions in their lives and ask if they might help you.

Still not convinced? Here are a few more reasons to find a mentor or coach:

A supportive coaching relationship makes it more likely that you will be supportive of others in return. Ever struggle with staff retention? Coaching on your part, and throughout an organization, can create a welcoming environment that increases staff stability and improves morale.

Coaching increases your political savvy; it teaches you to slow down and consider the consequences of your actions; it improves your negotiation and problem-solving skills by offering you a confidential environment for exploring problems and solutions.

Coaching improves your communication skills through the repeated exercise of explaining difficult information to an outsider.

Coaching improves your conflict management skills because good mentors will question your motivation for action (revenge, punishment, power politics) and will offer advice on anxious situations. Sometimes the simple act of talking with your coach buys you time and lets the situation cool down.

Coaching forces you to confront your motivations and beliefs, thereby forcing you to check your integrity and honesty.

Coaching illustrates to others who look up to you that asking for guidance and advice is a superior way of managing; it builds team work and collegiality and helps destroy class warfare in organizations.

Coaching broadens your vision and compels smart strategy. Getting advice and counsel forces you to look at other perspectives and approaches to similar challenges.