It makes mentoring a lot easier, when the mentee knows exactly where they want to go in their career. The trouble is, many mentees – particularly those in the early stages of their careers – have only a general sense of direction (if that). They may see many different possibilities and may or may not...
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Even very experienced coaches and mentors admit to worrying that sometimes they are not taking the conversation deep enough, or giving enough challenge to the coachee or mentee. They feel held back by the concern that they may open up the emotional floodgates on an issue that requires professional therapeutic intervention. The resulting “timid” conversation...
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Much as humans generally crave certainty, we have to live with constant uncertainty. In organizations, uncertain comes in two kinds: prediction uncertainty and decision uncertainty. Prediction uncertainty comes from operating in a VUCA environment, where we know that “best guesses” may turn out badly wrong, because we don’t have enough information, because of constant change...
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Everyone has times, when their job just doesn’t seem to give them the same satisfaction. These feelings don’t always last – simple shifts in role or responsibility can make a radical difference, for example – but when ennui sets in, the potential for disengagement and quitting rise. Coaches and mentors can help with thinking through (more…)
The concept that humans are composed not of one single self or personality, but of numerous different “selves” that think and behave differently in response to different stimuli, is now well entrenched (Bern, 1964; Rowan, 1990, 1993). Bachkirova (2011) and Lawrence (2018) have explored the implications of multiplicity theory in the context of one-to-one coaching....
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One of the biggest impediments to team performance occurs when there is a mismatch between the leadership style and behaviours the team needs and those that the leader and the team default to. The word default is appropriate because there is usually an unconscious process of adaptation, which may be driven by: Having a language...
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The Abilene effect (where a solution is adopted that no-one really favours, but no-one feels sufficiently opposed to, to go against the majority) happens remarkably frequently, even in high performing teams. It is actually quite easy to prevent, with the use of a simple procedure. The starting point is to discuss the question: “What are...
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Like most human traits, worrying in the normal course of events has benefits, because it raises our awareness of real or potential threats. Compulsive worrying, however, can cause unnecessary stress and have a serious negative effect on performance. At extreme levels, where the person is, for example, unable to make choices or leave the house,...
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While most textbooks refer to the coaching conversation as if it were a single, discrete dialogue, in practice both coach and client carry out reflective dialogues in their minds before, during and after the spoken conversation. Each of these additional dialogues has an important role to play in the nature and the effectiveness of the coaching conversation. Within...
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The following are all examples of behaviours by mentees gathered over many workshops, where participants in mentoring have shared their best and worst experiences. These below are the top ten worst. As a mentee ask yourself: Could I be guilty of any of these? Copyright – David Clutterbuck
