Working coaches, mentors, supervisors; mid-career
Whenever a valued executive retires after many years, he or she takes with them a wealth of experience, insight and wisdom. This valuable resource is lost for good.
It doesn’t have to be that way. A planned approach can ensure a significant knowledge transfer.
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Daniel Ofman’s Core Qualities model seeks to explain how people react to each other in terms of the ways in which they demonstrate tendencies towards core qualities – natural ways of thinking and behaving that are innate to the person (not learned behaviours). They can be viewed as characteristics that are part of a person’s...
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Feedback loops are an intrinsic part of all but the simplest systems. They inform how we respond to stimuli by adjusting behaviour. They can be reinforcing or balancing. Reinforcing feedback loops confirm what we already know or do and typically result in our continuing as before. Balancing feedback loops tell us when an action has...
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Both individuals and teams often find it hard to focus on the future. We are just too busy in the present. What we need is constant nudges and reminders – a bit like checking the map and looking to the horizon to check we are going in the right direction. A simple technique that helps...
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Article by Deiric McCann, Genos Trustworthiness often seems like a mysterious quality, something inherent and unchangeable. However, the reality is that trustworthiness is a skill that can be intentionally developed by focusing on specific aspects of how we interact with others and how we present ourselves. Similarly, psychological safety, which builds on trust, is crucial (more…)
When a team is all aligned and coherent, we talk about “all singing from the same sheet”. It’s an apt metaphor, capturing the concepts of pace and flow, rhythm and attentive listening. Another metaphor that captures the way teams come together to release greater energy than would happen when they are working individually is “coming (more…)
David Meggison & I explored the concept of organisational coaching cultures in our book ‘Making Coaching Work’ (first edition published 2005). The subject has fascinated me ever since & continues to be a major ongoing theme. Based on multiple case studies, we were able to identify four stages that organisations went through in creating a (more…)
Psychometrics and other forms of diagnostic, such as 360-degree feedback, can be very helpful in getting to know a coachee and ‘what makes them tick’. But they take time, often require lengthy analysis and can become somewhat mechanical processes that miss the richness and complexity of ‘who is this person and how do they connect...
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We hear more and more about the virtues of HR Analytics. But how much of it is hype? And is focus on numbers preventing us from focusing on people? Hence the neologism, banalytics – data that appears on first sight to be useful, but in practice diverts attention from the real issue. Of course, there is a (more…)
Introspection – being able to look in at ourselves – is at the heart of both leadership and coaching. Wise leaders’ self-awareness contributes to their identity and groundedness. When we understand ourselves better, we are more able to understand others. Coaching and mentoring both help others to gain clarity about their internal and external environments...
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