Having a team full of superstars doesn’t lead to high performance, according to research by Roderick Swaab, a professor at Insead business school, and his colleagues. His researches indicate that when two-thirds of the team are star performers, they co-operate less and become more competitive with each other. The reason seems to be that stars...
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All the coaching professional bodies in Europe and many bodies in other continents require coaches to have supervision. Few corporate buyers of coaching in Europe would hire a coach, who did not have a high level of formal qualification and regular, professional supervision. So why isn’t the same expected of mentors? The traditional response has (more…)
Mentoring for disadvantaged young people can be divided into a start and five phases: 1. Commitment. 2. The Clarification Phase 3. The Confidence Phase 4. The Instruction Phase 5. The Maturation Phase 6. The Concluding Phase The phases are not of identical duration. The confidence phase, the instruction phase and the maturation phase occupy most...
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Two articles in the latest issue of Harvard Business Review (September 2014) provide food for thought about developing talent in a multi-cultural organization. One, by Tarun Khanna, explores the concept of “contextual intelligence”. His studies indicate that: One of the classic examples I encountered of this phenomenon at work was a US-based multinational, which told...
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You’d expect most companies with established mentoring programmes to give an unequivocal yes, but the reality is that most organizations don’t know. So here are some basic indicators to consider. Highly effective mentoring programmes: The issue becomes more complicated, when there are numerous mentoring programmes across different divisions, regions and cultures. Achieving consistency of mentoring...
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There comes a point at least once in a coaching conversation, where the coach feels instinctively that the issue is clear enough to pose a powerful question – one that will really make the coachee think and open up new perspectives. Many times, that is exactly what happens, but occasionally the coachee simply responds with...
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As a line manager, one of your principal responsibilities is to develop your direct reports. Coaching and mentoring are two of the most powerful and well-publicized ways to support other people’s develop – but how do they work best in the context of a work team? Whatever approach you take to developing direct reports, it’s...
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The weight of evidence in recent years with regard to traditional performance appraisal and developmental conversation between line managers and direct reports presents a clear picture – not only do they not motivate higher performance, but they often reduce motivation and performance. To reshape these conversations to make them positive and useful, we can go...
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Recent research at the University of North Carolina and elsewhere, into how we perceive emotions reveals that having a name for an emotion is important in both how we experience it and how we cope with it. Academic Tiffany watt Smith at Queen Mary University in London explains that “putting a name to a feeling...
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Development mentoring’s focus on the acquisition of wisdom goes back to the original story of the mentoring relationship between Athena, the Geek Goddess of Wisdom and Odysseus, King of Ithaca and his son, Telemachus. In the guise of Mentor, and sometimes as herself, Athena helps the two men learn from their experiences, developing their insight...
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