It’s evident that a coaching and mentoring strategy – especially if the aim is to create a coaching and mentoring culture – requires the sustained support and energy of an organization’s leaders. In our interviews on this topic with both HR professionals and leadership teams, a number of themes recur frequently enough to warrant inclusion (more…)
Some key points to consider: Executive coaches are used mainly by senior managers or professionals, to help them work on specific aspects of their performance. As a relatively expensive resource, it is important to ensure that: The Executive Coaching Strategy sets out broad policy for using executive coaches. This guideline builds on the policy...
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One of the most common issues for team coaches is that the team is unused to having open conversations. At the start of any team coaching intervention, therefore, it’s important to help them contract with each other – and with you. Useful questions to consider include: Creating the contract with you is best done individually...
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You have had a useful and helpful conversation about the issue the mentee/coachee has brought for discussion. The mentee/coachee seems happy with what they are taking away, yet you have not used the allocated time. It’s easy to feel the need to prolong the session, but should you? The brief answer is no – not...
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When teams develop into subgroups with different agendas or priorities, honest communication is one of the first casualties. An important part of both the team leader’s role and the team coach’s role is to prevent this kind of disunity – which we call “fracking” – from occurring. Warning Signs in Team Coaching Sessions Intervention Strategies...
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Coaching People Who Work Together: Navigating Confidentiality Coaching is a confidential conversation. So, coaching people who work together poses a number of challenges. In particular: Managing the Challenges: The Importance of Contracting Managing this situation begins with contracting. (If you find yourself already there, go back and re-contract!) Both coachees need to accept and have...
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People often limit their performance by feeling inappropriately inferior or superior to others. Experiments have shown, for example, that even fleeting exposure to derogatory comments about women causes women going for job interviews to lose confidence and be less assertive in what they want. Played out in the workplace, our sense of inferiority to others...
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Whistle-blowers typically get a rough deal. Firstly, they typically undergo a great deal of stress in the period, when they are building up to going public on the issue that troubles them. The decision to blow the whistle is also highly stressful. And they often suffer the consequences of their action, being labelled as trouble-makers,...
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Mentor and mentee/Coach and Coachee training usually emphasises that the mentee/coachee should contact the mentor/coach to arrange the first formal meeting, if they have not set a date when introduced to each other. When the mentor/coach doesn’t hear anything from the mentee/coachee for a week or two, it poses a dilemma. Should they take the...
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Consciously or unconsciously, we all make judgements about how we prioritise stakeholders. Roger Steare, author of Ethicability, suggests the following exercise (here expanded and adapted) to become more aware of the choices we make. Rank the following in order of how much weight you would give their well-being in a conflict of interest: Having ranked...
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