Practising coaches building their practice
The generative effect is the instinct to leave a legacy by ensuring that one’s accumulated knowledge and wisdom is passed on to future generations. Extensively explored in the context of mentoring by Daniel Levinson in his book, The Seasons of a Man’s Life, the generative effect encourages people in their middle ages and beyond to...
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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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Using a professional coach creates a different dynamic to the developmental relationship. A contract is essential for several reasons: What should the contract specify? Essential elements include: © David Clutterbuck...
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Creating a coaching culture A coaching culture (sometimes also referred to as a coaching and mentoring culture) is one where coaching behaviours are instinctive to the way people think and behave. It is closely associated with high performance amongst leadership teams, with retention of talent, effective decision-making, employee engagement and organisational agility. David Meggison & (more…)
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 (more…)
Read More Gaining commitment to your coaching and mentoring strategy
Some key points to consider: Executive coaches are used mainly by senior managers or professionals, to help them work on specific aspects of their performance. As a relatively expensive resource, it is important to ensure that: The Executive Coaching Strategy sets out broad policy for using executive coaches. This guideline builds on the policy...
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You have had a useful and helpful conversation about the issue the mentee/coachee has brought for discussion. The mentee/coachee seems happy with what they are taking away, yet you have not used the allocated time. It’s easy to feel the need to prolong the session, but should you? The brief answer is no – not...
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Read More What if the coaching or mentoring session ends too soon
People often limit their performance by feeling inappropriately inferior or superior to others. Experiments have shown, for example, that even fleeting exposure to derogatory comments about women causes women going for job interviews to lose confidence and be less assertive in what they want. Played out in the workplace, our sense of inferiority to others...
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Read More Working with status – when the client feels superior or inferior to others
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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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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