Although it doesn’t figure highly in some competency frameworks, systemic thinking is one of the key differentiating factors between mediocre and masterful coaches. Whether it’s an individual client or a team, understanding the systems around them is the first step in initiating positive and durable change. Yet in my coaching retreats around the world and (more…)
The following questions aim to help teams and team members understand how energy ebbs and flows within and between them. The answers provide the basis for a dialogue on how to work with and enhance team energy, both collectively and individually. [1] Irrespective of source ©️David Clutterbuck, 2024
Mature coaches coach very differently to their less mature colleagues. It’s not just that they are less concerned with following process, it is that they attend very differently. At a base level of maturity, coaches see the client, the problem and the solution. It’s a very linear perspective, but it works (up to a point) with simple performance or skills issues. Gradually, they learn to pay attention to the client’s internal systems – what’s going on within them that is supporting or hindering the outcomes the want to achieve. Some coaches evolve to attend additionally to the client’s immediate systems – their family, boss, peers and direct reports etc – and the relationship between the client and each of these. This is what’s typically described as systemic coaching.
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Yet another perspective on the differences between AI and humans, this time from Charan Ranganath, author of Why We Remember: Revealing the hidden power of memory. As the table below illustrates, “comparisons between humans and AI are misguided because they reflect different design constraints”.
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As executives in organisations come up to retirement age, a recurrent question is What do I do with all that experience? Rather than being an end to working life, retirement is increasingly the gateway to a new career that builds on their accumulated wisdom. One traditional option is consulting, where they have specific expertise. Alternatively, for those who don’t want to be confined to a narrow role, professional mentoring offers a way of tapping into a much wider spread of their expertise and experience.
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Burnout is a phenomenon we usually associate with individuals. It’s typically the result of long-term stress caused by an inability to get on top of challenges, such as increasing or overwhelming workload. When everyone within a team is experiencing similar stresses, they amplify the problem. When the whole organisation is in the same situation, the stress notches up even further.
Burnout is a phenomenon we usually associate with individuals. It’s typically the result of long-term stress caused by an inability to get on top of challenges, such as increasing or overwhelming workload. When everyone within a team is experiencing similar stresses, they amplify the problem. When the whole organisation is in the same situation, the stress notches up even further.
Burnout is a phenomenon we usually associate with individuals. It’s typically the result of long-term stress caused by an inability to get on top of challenges, such as increasing or overwhelming workload. When everyone within a team is experiencing similar stresses, they amplify the problem. When the whole organisation is in the same situation, the stress notches up even further.
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Burnout is a phenomenon we usually associate with individuals. It’s typically the result of long-term stress caused by an inability to get on top of challenges, such as increasing or overwhelming workload. When everyone within a team is experiencing similar stresses, they amplify the problem. When the whole organisation is in the same situation, the stress notches up even further.
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The instinct to categorise and classify is one of the core characteristics of intelligence. It allows us to cope with complexity by creating patterns of connection that simplify decision-making. The downside is that it can easily also lead us to oversimplification. We tend to group people together by one or two characteristics, then over-emphasise characteristics that apply to only some people, who have those characteristics.
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