Techniques, models, exercises, checklists, how-to guides
Team coaching requires a portfolio of skills beyond those in one-to-one coaching. Most of these relate to the difference in context between individual conversations and group dynamics. For example: Many of the standard approaches and qualities of one-to-one coaching are also essential in team coaching, but they tend to demand a higher level of skill....
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Ethical mentoring is a fairly new term, but it’s likely to be one we are going to hear a lot more of. The concept comes from a recognition that unethical and illegal behaviour in organizations rarely happens because an individual or group of people set out to do wrong. Rather, it starts with small breaches (more…)
Even very experienced coaches and mentors admit to worrying that sometimes they are not taking the conversation deep enough, or giving enough challenge to the coachee or mentee. They feel held back by the concern that they may open up the emotional floodgates on an issue that requires professional therapeutic intervention. The resulting “timid” conversation...
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The concept that humans are composed not of one single self or personality, but of numerous different “selves” that think and behave differently in response to different stimuli, is now well entrenched (Bern, 1964; Rowan, 1990, 1993). Bachkirova (2011) and Lawrence (2018) have explored the implications of multiplicity theory in the context of one-to-one coaching....
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One of the biggest impediments to team performance occurs when there is a mismatch between the leadership style and behaviours the team needs and those that the leader and the team default to. The word default is appropriate because there is usually an unconscious process of adaptation, which may be driven by: Having a language...
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Read More Negotiating the balance of power between the team leader and the team
The Abilene effect (where a solution is adopted that no-one really favours, but no-one feels sufficiently opposed to, to go against the majority) happens remarkably frequently, even in high performing teams. It is actually quite easy to prevent, with the use of a simple procedure. The starting point is to discuss the question: “What are...
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Mentoring relationships that deliver most value for both mentor and mentee are characterised by a number of behaviours:...
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Read More How to make the most of the mentoring relationship
Here’s a typical story: Peter was away from the office for three days. Most of the team thought he’d been on a business trip, but when he returned, he was keen to tell them about the course he’d been on. “From now on,” he told them, “I’m not just the team leader. I’m the team...
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Read More Why Line Manager Coaching Often Doesn’t Work and What to Do About It
Over the past 30 years or so, I’ve observed many Board meetings. One of the common factors of most of them is that the quality of the conversation is not as good as it could be. Ideally, an effective Board meeting should involve three types of conversation: • Debate – presentation of divergent views, with...
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Read More From dire-logue to dialogue – improving the quality of Boardroom conversation
Asking questions is something we do all the time. It’s essential to how we learn, how we keep safe, how we collaborate with other people, how we make decisions, and so on… It’s a core skill of being human, yet few people stop to think about how they ask questions or whether they could be...
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