How social networks affect careers and succession planning

Research into social networking suggests that people can on average manage a maximum of 150 strong connections and a much larger number of weak connections (Dunbar, 2010). Strong connections tend to be characterised by a higher quality and frequency of communication, greater trust, greater sense of shared purpose in one or more areas, and more...

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Skills of a multicultural mentor

Studies by two professors at French business schools identify seven characteristics of a multicultural manager: Their observations and analysis provide a valuable foundation for selecting and developing mentors for cross-cultural learning alliances. In selection, it is logical that relationships are likely to have higher rapport and greater intensity of learning, if mentors are able to...

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Team coaching: What’s the point?

Coaching one-to-one is a very powerful way to help someone reflect upon issues that affect their performance and well-being. But just focusing on the individual and what is going on for them internally, is only part of the picture. All really effective coaching addresses not only the individual, but the systems, of which they are...

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The competencies of an effective team coach

Team coaching requires a portfolio of skills beyond those in one-to-one coaching. Most of these relate to the difference in context between individual conversations and group dynamics. For example: Many of the standard approaches and qualities of one-to-one coaching are also essential in team coaching, but they tend to demand a higher level of skill....

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When coaches and therapists work together

An increasingly common issue in my supervision is whether and how a coach or mentor can work alongside a therapist. How do you decide when it is appropriate to continue the coaching relationship and when you should withdraw until the client is in an appropriate state of mind to make effective use of the coaching...

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Where next with research in mentoring?

It would be easy to conclude, from the vast numbers of research papers and studies on mentoring, that the field is pretty well covered. In practice, that’s far from the truth. It’s noticeable, for example, that there are far more quantitative studies than qualitative. (The opposite is the case for the parallel field of coaching.)...

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Why mentoring is increasingly replacing coaching

Mentoring as been around, in one form or another, for 2,500 years or more. Coaching, the new kid on the block, has a history of at most a couple of hundred years. Yet, while mentoring in the past three decades has had great impact on social development, it is coaching that has captured the headlines (more…)

Reflection on the coaching/mentoring relationship

On a recent visit to Taiwan, I was introduced to the thinking of the Chinese philosopher, Wang Yang-Ming(1472-1529).  One of the elements that I particularly liked was that he placed equal emphasis on tranquility and activity, on thinking and doing. He believed that knowledge is incomplete until it becomes conduct, and conduct is not complete...

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The problem with research in mentoring

One of the remarkable aspects of mentoring is how extensively researched the topic has been. However, extensively-researched isn’t the same as well-researched. Having had to trawl through hundreds of papers and a fair pile of dissertations for my own current doctoral research, I soon came to echo the thoughts of an anonymous business school faculty...

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Step forward the ethical mentor

Ethical mentoring is a fairly new term, but it’s likely to be one we are going to hear a lot more of. The concept comes from a recognition that unethical and illegal behaviour in organizations rarely happens because an individual or group of people set out to do wrong. Rather, it starts with small breaches (more…)