This simple reflective guide and tool can be used by teams to reflect on the seven types of trust required in teams. Usually this exercise takes 60 minutes to complete. Purpose: To think about how they will build high quality of trust in the mentoring relationship Process: Introduce the exercise by explaining that one of (more…)
You might find our Planning for Team Resilience blog a useful introduction to building resilience within a team. The Team Resilience Questionnaire provides a practical way to assess team resilience. Use it to establish both an average team score and areas where there is maximum variation in team members’ responses. This will allow you to (more…)
In general, teams tend to assume a much greater level of goal alignment than is actually the case. High goal alignment happens when everyone is fully agreed about the priorities of what they are trying to achieve and why; and at the same time, fully agreed about how they will go about making the goals (more…)
This simple approach brings focus and depth to team or small group discussions. The three questions are: What makes this issue meaningful for me? This is about giving everyone a chance, individually, to reflect upon and share their experiences, hopes and concerns about the issue. What makes this issue meaningful for us? This is about...
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Well-managed delegation is one of the core skills of an effective manager. It frees the manager up to concentrate on tasks that really matter, and particularly to shift focus from immediate tactical problems to longer term strategic ones. However, people often find it hard to let go of tasks that could easily be done by...
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Generation gaps aren’t what they were. It used to be a reasonable assumption that each younger generation was simply going through the growing pains of its predecessors; that the experience of an older generation was, by and large, directly relevant to them. Much of mentoring theory is based on this assumption. Yet the evidence has (more…)
A coaching or mentoring decision tree can help to identify the appropriate type of developmental approach and method. The first step is to consider the need/issue; this will help in determining the support needed. Aspects to consider include: is the issue one of performance; career development; or personal/ leadership development? If the issue is about...
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Read More Coaching or mentoring: which do you need? (A decision tree)
Coaches and mentors need creativity skills for two main reasons. Firstly, they need to have effective ways to help the client overcome “stuckness” — to generate new thinking by proffering new ways of looking at problems and opportunities. Secondly, they need to be creative in their approach to the learning conversation, recognising when experimenting with...
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Line managers sometimes naively expect direct reports to jump at the chance to be coached, but there are many reasons why this isn’t going to happen. Among the most common: They don’t realise that they need coaching. They may be unaware of performance or behavioural issues they would benefit from addressing They don’t want to (more…)
Diagnostic tools have two main uses in coaching and mentoring: Some diagnostics, such as the personality measures, need to be administered by an expert, who can help interpret them. Choosing the right personality questionnaire is important. One aspect of this is deciding whether to use one that is ‘type’-based, such as the Myers-Briggs Type Indicator...
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