Whistle-blowers typically get a rough deal. Firstly, they typically undergo a great deal of stress in the period, when they are building up to going public on the issue that troubles them. The decision to blow the whistle is also highly stressful. And they often suffer the consequences of their action, being labelled as trouble-makers,...
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Mentor and mentee/Coach and Coachee training usually emphasises that the mentee/coachee should contact the mentor/coach to arrange the first formal meeting, if they have not set a date when introduced to each other. When the mentor/coach doesn’t hear anything from the mentee/coachee for a week or two, it poses a dilemma. Should they take the (more…)
Consciously or unconsciously, we all make judgements about how we prioritise stakeholders. Roger Steare, author of Ethicability, suggests the following exercise (here expanded and adapted) to become more aware of the choices we make. Rank the following in order of how much weight you would give their well-being in a conflict of interest: Having ranked...
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Our ideal self is who we would be if we lived up to our values all of the time, without exception. Of course, nobody ever gets to be anywhere near their ideal self. It’s an impossible standard to reach. But being aware of the person we would ideally be can be helpful in managing all...
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The most common perception of mentoring is from someone more senior to someone more junior. The more senior person is assumed to have greater experience and a broader perspective on the organization or profession., which they can use to help the more junior partner better understand the context of choices they need to make. However, (more…)
Studies have shown that overly altruistic motivations for coaching and mentoring tend to lead to more directive, unconsciously manipulative behaviours in the coach/mentor. “I want to put something back” or “I’ve got a lot of experience to share” may be altruistic in intent, but the underlying drivers are much more closely related to less noble (more…)
The concept of the entrepreneur (or within an organisation, the intrapreneur) has much in common with leadership. Both are hard to define. Both have in recent years come to be seen as important parts of the competency mix for managers, even in sectors of public service, where finding creative ways around the rules was discouraged. (more…)
Co-active coaching was is also referred to as ‘whole person’ coaching and ‘work-life coaching’. It works on the basis that the client is the expert in their own domain and puts the client firmly in the driving seat. Through co-active coaching the client becomes more self-aware, creating their own goals and norms. The coach might (more…)
Confidentiality is an essential element to be addressed in every mentoring relationship. How people interpret confidentiality and what it means in different contexts vary, therefore it is important for the mentor and mentee to be able to have an open and honest conversation, which can avoid difficulties in the future. Confidentiality is about trust and (more…)
Constellations is a practical a remarkably effective (though it’s unclear how it works), way of helping people to explore personal, leadership development, business or relational challenges in terms of the systems, of which they are a part. It involves creating a ‘living map’ of collaborators in a way that illuminates the hidden dynamics beneath the (more…)
