Before I set up the training and guidance course, my experience of training and guidance was limited. If I had been asked to distinguish between training and mentor then my answer would be simple; Training is not a directive but guidelines provide a policy. I also think that this statement is true, quite simple, and there is much more.
Eric Parsloe's definition is "Training is a method that enables learning and development and thus improvement to improve."
The basic thing about training is that it's not a directive. It is a method of asking coaches questions in an orderly way to help coachee to reach a conclusion and hopefully resolve the matter or activity they want to improve. The role of a coach is to ask questions; demanding solutions focus on questions that help coachee discuss the discussion and hopefully reach conclusions as soon as possible.
There are two key issues surrounding the structure of the questions:
The questions should not be leading or hidden. The coach should not form views of possible solutions during a conversation and drive coachee towards these solutions.
The structure of the questions should be open to allow the mentor to explore further and find own solutions, ie. The training call is for the benefit of the coach only.
It is also important to train rather than instructions that coachee gives the answers and suggests how to proceed. Because the ideas are from within, the drive to deliver results is so much more convincing.
The relationship between two non-governmental affiliates, with one member mentor) guides the other (mentor) through the transition period and towards the agreed goal. (Kay & Hinds, 2005);
Mentoring differs from training that the mentor is free to provide knowledge to the mentor of support. A supervisor usually has experience or insight into the subject in question and may therefore be more active in the discussion of finding ways of using:
- Benefits of experience
- Other ideas
- Support for other online resources  Saying or showing an approach
Because the mentor understands the topic, the supervisor can work because some technical or specific knowledge is necessary that will never come true for example. "What is HTML code that creates a link?"
To determine how the mentor will benefit from that process, the supervisor needs to understand the company he is working by asking a lot of questions. In the past, I would have been asking good open questions, but now I can increase my ability to understand as a mentor using instructions on training in this situation too.