Working coaches, mentors, supervisors; mid-career
Common scenarios faced by team coaches Scenario Comments The team leader has a hidden agenda. Hidden agendas are often more transparent than the leader thinks. The primary issues here tend to relate to trust. Useful questions – How can the team coach ensure s/he has an honest conversation with the team leader about his or...
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The GROWTH model is a development from the GROW model. The additional stages of the model are shown in bold type: For a deeper discussion of this model, see the book by John Campbell and Christian van Nieuwerburgh (2018) The Leader’s Guide to Coaching in Schools, Corvin, Thousand Oaks, CA © David Clutterbuck, 2017
Virtual teams have a number of differences compared with co-located teams. On the plus side, their geographical dispersion means that they can draw upon a wider and more diverse pool of talent. It is also easier to maintain 24-hour oversight of issues, if people are in multiple time zones. There is also some evidence that...
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Team coaching is a very demanding activity. It is increasingly the norm that team coaches work in pairs. The benefits of doing so include: In choosing a co-coach, it is helpful to look for someone with complementary skills and personality. You can learn a lot from each other and they will observe things you do...
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Techniques – Dilts’ Logical levels Logical levels is a method of helping someone think through more deeply how they relate to the world around them. The theory, which applies to both individuals and groups or teams, has its origins in the work of philosopher Bertrand Russell and anthropologist Gregory Bateson. It was popularised as a...
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It’s a common misconception that loneliness is about isolation from or lack of contact with other people. In reality, people differ greatly in how they respond to being on their own. Loneliness is a feeling of being socially isolated that can and often does occur even when someone is surrounded by and has frequent contact...
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While charisma is usually seen as a positive leadership quality, it follows the rule that there can be too much of a good thing. A study from the University of Antwerp finds that highly charismatic leaders are not necessarily effective leaders. Charisma is associated positively with effectiveness up to a point, but when the leader’s...
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In every profession and walk of life, people, who achieve most success, almost invariably point to having had at least one great mentor. The qualities they ascribe to their mentors are surprisingly common. The most significant are: Of course, not every effective mentor has all of the qualities to a high degree. Yet, there are...
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Mentoring isn’t a passive active for the mentee. It can only work, if the mentee is prepared to actively engage with the process. It’s not about doing mentoring to someone, but about a relationship, where mentor and mentee work together in a close and trusting learning partnership. What you get out of mentoring depends ln...
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12 critical questions for success Evidence from the International Standards for Mentoring and Coaching Programmes (ISMCP) and from international network of independent mentoring specialists Coaching and Mentoring International provides a consistent picture of what makes mentoring programmes work well. Some of the factors are relatively obvious; others much less so. A core skill of mentoring (more…)
