Massively Difficult Questions (or MDQ's for short....
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There’s a crisis in succession planning. Long one of the bastions of HR credibility, succession planning has a key role in maintaining HR’s strategic credentials. The problem is that evidence for efficacy of the elaborate processes devised to predict which talent to invest in and who should be targeted for promotion is thin at best....
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There is only a relatively small number of mentoring programmes, which have been designed from the start to facilitate mentoring between employees of a consortium of organizations. Some examples, where this has happened, include: The benefits of this kind of mentoring can be considerable. Among them: But there are disadvantages, too. In particular: What should...
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One of my most emotive recollections of mentoring is taking part in a Civil Service programme for disabled staff. One of the participants was a Thalidomide victim. Only partially sighted, with only rudimentary fingers at the end of stumps of arms, he turned the pages of the workshop manual with his tongue. And he fiercely...
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One of the paradoxes of formal mentoring programmes is that the essence of the relationship is its informality – the ability to discuss in private a wide range of issues that will help the mentee cope with and learn from issues s/he encounters, putting aside any power or status differences that might operate outside the...
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When mentoring relationships fail, one of the most common reasons is that the mentor’s behaviour is incongruent with the mentee’s needs or with promoting insight-provoking dialogue. Some common dysfunctional mentor behaviours include talking too much, being overly directive, being patronising, and making inappropriate comments. Sometimes, the mentee, in turn, feels unable or unwilling to confront...
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Like any other relationship, mentoring can get a bit cosy. The review is your opportunity to influence how the mentoring programme is managed and the support you receive in making mentoring deliver results for you. It addresses questions such as: Do any of the following comments strike a chord? I’m getting all I need from...
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Inclusion: Genuinely valuing a wide range of diversity & inclusion in talent, perspective and person, for its ability to contribute to individual, organisational and societal well-being. Authentic inclusion is recognised by a sense amongst all groups that the only limitations on their potential to achieve are those they choose to impose upon themselves; and by (more…)
Mentoring relationships that deliver most value for both mentor and mentee are characterised by a number of behaviours:...
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Being an effective coach requires a continuously expanding portfolio of BDQs – (Bloody Difficult Questions). These are what stimulate the client to reflect and gain personal insight. Equally important, however, are the BDQs we ask ourselves. For example: For whose benefit am I asking this question? Can I do more here by saying nothing? What am...
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