Contextual intelligence in mentoring

Two articles in the latest issue of Harvard Business Review (September 2014) provide food for thought about developing talent in a multi-cultural organization. One, by Tarun Khanna, explores the concept of “contextual intelligence”. His studies indicate that: One of the classic examples I encountered of this phenomenon at work was a US-based multinational, which told...

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Line manager, mentor and coach: managing the conflicts and capitalizing on the opportunities

As a line manager, one of your principal responsibilities is to develop your direct reports. Coaching and mentoring are two of the most powerful and well-publicized ways to support other people’s develop – but how do they work best in the context of a work team? Whatever approach you take to developing direct reports, it’s...

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Why naming an emotion helps manage it

Recent research at the University of North Carolina and elsewhere, into how we perceive emotions reveals that having a name for an emotion is important in both how we experience it and how we cope with it. Academic Tiffany watt Smith at Queen Mary University in London explains that “putting a name to a feeling...

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Wisdom and mentoring

Development mentoring’s focus on the acquisition of wisdom goes back to the original story of the mentoring relationship between Athena, the Geek Goddess of Wisdom and Odysseus, King of Ithaca and his son, Telemachus. In the guise of Mentor, and sometimes as herself, Athena helps the two men learn from their experiences, developing their insight...

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What’s the half-life of coaching knowledge?

If you’d not heard of scientometrics before, you are probably in good company. I only just learned about it through a fascinating article (Samuel Arbesman, Truth Decay, New Scientist, 22 Sept 2012, p37-39) exploring how quickly “facts” in various branches of science turn out to be untrue. Many medical schools, says the author, routinely tell...

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What do we mean by confidentiality in mentoring?

When people glibly say that the mentoring relationship is confidential, what do they mean? In helping hundreds of organizations define confidentiality, here are some of the lessons I’ve learned: • Confidentiality is about confidence — trust in the other person’s discretion and judgement. The greater the level of co-confidence, the higher the level of honesty...

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Managing allegiances in the coaching relationship

A recurrent theme in my coaching supervision is the complexity of managing expectations and conversations with other stakeholders in the coaching relationship. The client’s line manager and HR, as well as, in some cases, important peers of the client, all have a view of what the coach should be doing – and this can create...

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Getting to Aha!

How to help coaching/mentoring clients achieve powerful insights The Aha! moment is something that all coaches and mentors relish – the point when there is a sudden and seismic shift in a client’s perception about an issue. It’s almost impossible to predict when it will happen. Sometimes it happens within the coaching/ mentoring conversation; sometimes...

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Dialogue for performance: how networking helps

One of the basic rules for growing and maintaining effective networks is to look out for interesting conversations. I was fortunate recently to encounter, on a guided walk through the mountains of Gran Canaria, the author of a fascinating study on networking within and between firms. His PhD thesis, published in 2009 explored HR practice...

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