Everyone has some beliefs that they hold onto, even when logic suggests that this is irrational. For the most part, these are harmless and are simply part of our identity. For example, the theories of reflexology and homeopathy have both been thoroughly debunked as nonsense. However, unless the practitioner puts the client in danger by (more…)
One of the signs of a coaching culture in a team is when everyone is comfortable with being coached by everyone else. A tipping point in achieving a coaching culture is when the team leader is happy to be coached by direct reports. A five-stage approach can be helpful here: The team leader is coached (more…)
Time to trade in HR Bling? In recent decades, HR has accumulated a fearsome array of processes and procedures, all meant to make it more effective in supporting organisations and more respected for doing so. New methodologies are embraced enthusiastically, imported into the HR catalogue and imposed on increasingly wary line managers. Like bling, many...
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Creating the environment for career alignment In my researches into succession planning, one of the aspects I am exploring is how HR can build an environment, where honest, well-informed and continuous conversations about career opportunities can take place. Here are some of the ideas that are emerging: HR can’t realistically expect to conduct regular, frequent,...
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Talking to oneself is both more common and more useful than we expect. Studies at the University of Nevada suggest that up to 80% of our mental experiences relate to conscious or unconscious, unspoken verbal conversations. Other research shows that the words we use have a substantial impact on what we observe. So much so...
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Questions about questions If there is a question a coach can ask that qualifies as the most irritating to clients, it would surely be: “If you did have the answer, what would it be?” It’s probably ingrained, like the writing in a stick of rock, in the bones of robotic coaches. Of course, there are...
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Second wave coaching and mentoring In the recent years and particularly in the past 18 months or so, many organisations have been taking a close look at the way they approach coaching and mentoring. They are driven by two reasons. One is that the economic climate has put every discretionary spend under the microscope of...
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Group mentoring is a relatively recent innovation. It is typically used in situations, where the demand for mentors outstrips the supply. In a typical group mentoring programme, the mentees might meet on their own once a month, acting as peer mentors and agreeing topics they want to bring collectively for discussion with their mentor. They...
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One of the key supports for mentoring programmes is having a cadre of highly experienced mentors, who new mentors can lean on and learn from. In some programmes, these mentors take on much of the burden of new mentor development, shifting the balance from classroom learning towards ad hoc, situationally based learning. So what makes...
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As the world struggles with recession and uncertainty, mentoring has a major role to play in helping people focus on personal and business priorities and to maintain confidence in their ability to face the future. The start of a new year is a good time for program managers to step back and reflect; and perhaps...
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