Helping your coachee or mentee develop resilience

In challenging working environments, resilience is increasingly an essential competence. People, who are resilient, are better able to cope with unexpected change, with setbacks and disappointments, with high stress environments and with periods of excessive workload. The signs of low resilience are generally easy to spot. They include inability to make decisions, frequent minor physical...

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Cross mentoring

Most formal mentoring takes place between people within the same organisation, but this isn’t the only possibility. It is hard, for example, to create effective mentoring relationships within small national branch offices – people are often too close and the choice of mentor is too limited. While distance mentoring, using mentors from the same company...

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Coaching or mentoring the whole person

One of the main reasons people don’t make the changes they aim for in coaching or mentoring is that the learning conversation only addresses part of the system, of which they are a part. Ken Wilbur’s integral theory proposes a practical but simple way of looking at the individual in a much more holistic way,...

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Time to focus coaching on the team

Abstract: Team coaching is rapidly gaining traction as a powerful tool for helping leadership teams improve performance. However, it has wider application for all kinds of team, at all levels in an organisation. This article aims to clarify the role and scope of team coaching and make some predictions on how team coaching may evolve (more…)

The future of team coaching

As a relatively new phenomenon, team coaching is still finding its feet. In this blog, I outline some of the emergent trends, which are likely to shape team coaching in the coming decade. There are surely others, which I haven’t noticed, but those that I have include: These are exciting times for team coaching —...

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Behavioural change, Working with the CBABI model

CBABI stands for: Context, Beliefs and Values, Assumptions, Behaviours, Impact. It starts from the observation that we are all subject to and part of ever-changing systems. When we set out to achieve a goal, multiple systems come into play, which may help or hinder us – is and this is particularly so in the context...

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Being mentored from below

Introduction What is a learning conversation? Your expectations “Speaking truth to power” When and how to be open and challenging in learning conversations across power and authority differentials Preparing for mentoring meetings How preparation builds confidence Taking, giving and using critical feedback Skills, attitudes and behaviours Reflecting on the mentoring meeting Extracting and implementing useful...

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Breaking rapport to end the coaching session or mentoring session

Coach training courses typically place a lot of emphasis on the skills of creating rapport, as an essential skill of the coaching conversation. But what happens when you get to the natural end of the coaching session and need to make the shift back to normal thinking and behaviour. How do you bring the conversation...

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Building trust within the team

Lack of trust between team members is one of the key dysfunctions that prevents high team performance. Here are three effective ways of helping a team build trust. 1. Becoming Vulnerable Instructions to the team:Becoming vulnerable is a critical component of building enduring trust. Take a few minutes to reflect on your past history and, (more…)

Challenging views about the role of a manager

How we think about our role as a manager – what we are there for, what others, particularly above and below us should expect of us – and the expectations we should have of other people have a profound impact on our management style and hence on both our performance and the performance of the...

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