Building a mentoring capability in a newly-merged multinational company

In a newly-merged multinational organization, there is typically an urgent need to ensure quality and consistency in talent development – even if the strategy is to continue to operate largely as separate entities within the same group. One of the key areas to examine, and one where it is possible to have a large impact...

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Managing the loneliness of being a coach

In our reading and conversations with coaches, we have identified four types of loneliness: The first and last of these are unhealthy. Even though coaches meet lots of people, they may experience the loneliness of isolation, because as professionals, they must maintain an emotional distance from their clients. If they lack close others, who they...

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Eight practical tactics for dealing with the office sociopath

The sociopath in the workplace brings frustration and misery to colleagues and to anyone, who tries to manage them. They are manipulative, and expert at both dodging responsibility and shifting conversations to their own agendas. It often takes time to recognise them (not least because they are good at flattery and because we don’t like...

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Gaining and keeping commitment from the top to your coaching and mentoring strategy

It’s evident that a coaching and mentoring strategy – especially if the aim is to create a coaching and mentoring culture – requires the sustained support and energy of an organization’s leaders. In our interviews on this topic with both HR professionals and leadership teams, a number of themes recur frequently enough to warrant inclusion...

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Why climb the mountain?

Cameroon is one of those countries that most people have heard of (largely because it once performed well in the football World Cup), but couldn’t place accurately on a map. So when I was invited to join a small group of coaches and leaders climbing Mount Cameroon on behalf of the charity Village Aid, I...

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How mentoring functions have become a dangerous distraction for research and practice in mentoring

When Kathy Kram carried out her seminal research into mentoring at the beginning of the 1980s, she focused on a small number (22) of informal mentoring relationships, taking place within a specific cultural context – educated North Americans. She identified a number of themes that recurred in these relationships and, as she herself has readily...

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Mentoring and the military

Last year I was privileged to assess one of the most well-founded and effective mentoring programmes I have encountered. This programme was not in a sector, where one would normally look for good practice in mentoring. It was in the military and, specifically, in the Royal New Zealand Air Force. People at all levels received...

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Coping with blame

Coaching and mentoring conversations frequently run into the brick wall of blame, most often in one of two common forms: self-blame (assuming responsibility for one’s own or other people’s misfortunes) or other-blame (protecting one’s own self-image and reputation by blaming others). Both forms block the client’s ability to be authentic and to make progress. The...

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Restorative role of a supervisor

The word restorative implies “putting back” or “regaining”. An effective supervisor helps you to restore what you need to be a fully functioning coach (which may not be that different from what you need to be a fully functioning individual, although the supervisor is not expected to be a counsellor or therapist). Coaching other people (more…)

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