Authors: Michelle Unger
In this piece, Michelle Unger, ROSEN's Head of Group Business Line ‘Education Systems and Services,’ discusses how she sees a transition from mentoring to coaching as a more contemporary and dynamic approach to developing decision-making skills and managing human factors in the pipeline industry, and its role in creating a competent, confident workforce.
While mentoring has long been valued (and I have benefited hugely from it!), coaching offers a more interactive and personalized approach better suited to today's fast-paced industrial landscape. Unlike mentoring, which relies on transferring knowledge from an experienced professional to a less experienced one, coaching is action-oriented, empowering employees to take ownership of their growth. By fostering critical thinking and helping individuals actively engage in their learning journey, coaching equips them with the tools needed to make informed, independent decisions, improving overall competency and confidence.
I have been working actively on how human factors such as emotions, personality traits, and social influences play a crucial role in our decision-making processes. Coaching specifically addresses human factors – such as cognitive biases, stress management, and interpersonal dynamics – by focusing on the individual's personal and professional development. With the support of coaches, individuals can recognize these factors and their impact on decision-making and develop strategies to mitigate risks and improve performance under pressure. This approach ensures that individuals are not just technically competent but also psychologically equipped to handle complex situations.
Coaching contributes to organizational safety and fosters innovation by promoting a culture of continuous improvement. Individuals and teams can develop resilience and adaptability in this process, which are crucial in an industry where quickly responding to unexpected challenges can prevent accidents and drive innovation. By cultivating these skills, organizations can build a workforce that is not only skilled but also agile and forward-thinking.
My previous focus on competency-based training aligns with coaching. For over two decades, I have worked on creating frameworks and programs designed to enhance technical and operational skills in the pipeline industry. Adding coaching, with its more personalized and growth-focused structure, is the natural next step to strengthening individual and team capabilities. It is a progression from the traditional training programs I have always championed.
Coaching is not a departure from my previous work but a valuable extension that will enhance the pipeline industry's approach to talent management, safety, and leadership development.
It is all about modernization and transformation projects in competence development in our industry. As a part of these efforts, coaching helps individuals and organizations embrace modernization by improving leadership, fostering innovation, and ensuring continuous development – all of which are crucial in an industry facing significant changes, such as digitalization and increased safety standards.
I would encourage leaders in the pipeline industry to consider shifting from traditional mentoring to a coaching-centric approach to develop the next generation of leaders. As the industry evolves, so too must its methods for competency development, with coaching offering a flexible, effective way to prepare individuals for the challenges of today and tomorrow.
In my experience, it is a forward-looking approach to competency development, decision-making, and the management of human factors, and I encourage its adoption across the industry. This supports my focus on modernizing workforce development strategies and ensuring that the pipeline industry remains safe, innovative, and resilient in the face of future challenges.
Head of Group Business Line 'Education Systems and Services,' ROSEN Group in UK