The term coach originated in the nineteenth century – the first recorded mention is in a novel by Thackeray in 1849. It is therefore a much more recent concept than mentoring, although it is possible to find links with a variety of ancient philosophies. A coach at this time was a form of tutor, working (more…)
First meeting agenda for coaching/mentoring The aims of the first coaching / mentoring meeting are to: Get to know each other and begin to establish trust and rapport Agree the broad purpose of the coaching/mentoring relations Agree the ground rules for the relationship Getting to know each other Many relationships struggle to get off the (more…)
Read More Making a success of the first coaching / mentoring session
Recommended good practice is to spend at least 15 to 20 minutes preparing for a coaching session. This time should be spent: Reviewing previous coaching conversations with this coachee and planning how to approach this session Reflecting on the questions, which might give them insight into the issue they are bringing for discussion today. (It (more…)
It is good practice to review your coaching relationship at regular intervals. This will ensure you keep a check on how the relationship itself is working and on what progress is being made on achieving the objectives you set at the outset (and how those objectives may have changed). Ideally, a first review would take...
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Where and when you hold a coaching conversation can make a significant difference to the quality of the learning that takes place. Practical guidelines: © David Clutterbuck. All rights reserved...
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Practical ways to determine when coaching will be useful The range of situations, when coaching can be helpful, is almost endless. Basically, any time that you see a colleague struggling, or trying to work their way through difficult choices, you can offer coaching. And any time you sense that an improvement in your skills, performance...
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Here are some tips for the coachee to maximise the potential of being coached by your line manager: Acknowledge the coach’s potential to help: Everyone likes to feel useful and wanted. Making this explicit raises the boss’s sense of the value of spending time coaching you. See the coaching session as an opportunity to enhance...
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Objectives come in many sizes and varieties. Research evidence shows that whilst objective-orientation is significant in overall leadership performance, the nature of effective objective management changes at different levels, from a focus on task (practical, usually short-term objectives) at lower levels of leadership to one on purpose (achievement of a broad vision) at higher levels. (more…)
This guide to coaching and mentoring conversations is based on observation over nearly 30 years of what effective coaches and mentors actually do, not on assumptions of what they ought to do, according to some (often unvalidated) theory. It has no fancy acronym (unless you think that PIESSS qualifies as one). It does, however, present...
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Even goals like “I want to achieve 20% more sales this year” are often less specific than they seem at first glance. For example, what is the client prepared to invest to achieve those sales? What level of profitability do they want to maintain? Do they want these sales to be with one-off customers, or...
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