Techniques, models, exercises, checklists, how-to guides
The purpose of a Code of Conduct is to provide a guideline on what is acceptable and non-acceptable behaviour within a mentoring relationship. The suggested Code below applies both during and after the relationship – the obligations of both parties continue once the relationship has achieved its purpose. © David Clutterbuck, 2014...
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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
It’s easy to assume that a coaching client is ready for coaching, but as every experienced coach knows, that isn’t always the case. Some clients are there reluctantly, because they have been sent – so they may even arrive with an adversarial attitude towards the coach. Others may recognise the value of coaching in general (more…)
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…)
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…)
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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Sending line managers on courses to learn how to coach doesn’t have a strong track record of working. One of the reasons is that “it takes two to tango” – effective coaching is something you do with other people, not to them. You can engage your team with the coaching process by: Exploring with them...
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Read More Engaging your team with the coaching process & ensuring they know how to be coached
Being an effective coach to your team (or outside your team) has many proven benefits, in terms of performance, engagement, creativity and retention of colleagues. Three things in particular appear to make an effective everyday coach. These are: Mindset – how your approach your role as a coach Skills – your understanding of coaching behaviours...
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Nobody observes how you work and behave better than your team. Research shows that teams have a much more accurate perception of their boss’ leadership strengths and weaknesses than their boss does of theirs. So your team can be a valuable resource for your self-development – if you permit them. If you want to use (more…)
When a direct report has a mentor, they will need support and encouragement from their line manager. Practical ways, in which you can help, include: Being generous with the time you allow them to take for meetings with their mentor. You would normally encourage them to attend relevant training programmes. Mentoring provides immediate, just-in-time development...
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