Working coaches, mentors, supervisors; mid-career
Levels of meaning are like the layers of an onion: each layer conceals another, deeper, layer of information. Goodman (2002) identifies four levels of meaning that can give structure to exploring an issue in a coaching or mentoring conversation. These are: In using this approach, it’s important to give sufficient time to understanding each layer...
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Giving and receiving feedback are essential to someone who wants to develop themselves and others it is also a critical element in performance improvement. How we both provide and receive feedback will impact on the overall success and on the outcomes of our mentoring / coaching relationships. But the skills of giving and receiving feedback (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....
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People in all cultures tend to think of themselves as more ethical and more morally virtuous than we actually are. (Even prisoners in goal think they are more ethical than average!) Ethical awareness is increasingly regarded as a core skill of a good leader, but many people reach leadership positions without a strong moral compass....
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There are a number of techniques and tools coaches and mentors can use to help the coachee/mentee gain commitment to change and accept the circumstances surrounding the need for change. Techniques include the change cascade, the change ballon and the ‘extreme’ techniques. All of these are outlined in Megginson and Clutterbuck’s (2004) text: Techniques for...
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While the core relationship in coaching and mentoring is the coach-coachee or mentor-mentee, other people have a stake or interest in it too. When a line manager coaches a member of his or her team, they have to take into account not only their own expectations of the direct report, but also what’s expected of...
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The three-way conversation between coach, client and the clients boss, is commonplace in coaching. Sometimes also involving HR, it provides a valuable opportunity to clarify agendas, establish the support needed from the boss, and improve the direct report-boss relationship. Yet in the context of mentoring, this conversation is typically seen as one to be avoided...
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Recommended good practice is for mentees to spend at least 30 minutes in quiet reflection after a mentoring conversation. It’s important to set this expectation both for the mentee and their boss! It’s helpful to use the following headings to structure this reflection: Issues Insights Ideas Intentions © David Clutterbuck, 2014...
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Recommended good practice is for mentors to spend at least 30 minutes in quiet reflection after a coaching conversation. It’s helpful to use the following headings to structure this reflection: Issues Insights Ideas Intentions © David Clutterbuck, 2014...
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It is good practice to review your mentoring 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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