Solutions focus is a bit of a misnomer, as all coaching aims to help people find solutions to issues they explore with a coach. The main difference is that, while many coaching approaches start from the perspective that it’s important to analyse and understand a problem before looking for solutions, Solutions Focus goes straight into (more…)
The generative effect is the instinct to leave a legacy by ensuring that one’s accumulated knowledge and wisdom is passed on to future generations. Extensively explored in the context of mentoring by Daniel Levinson in his book, The Seasons of a Man’s Life, the generative effect encourages people in their middle ages and beyond to...
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The environment, in which line managers coach direct reports, is riddled with potential conflicts. For example: Most of these can be managed by creating time for open and honest dialogue with the team, by creating as much psychological safety as possible, and by encouraging supportive behaviours – including co-coaching – between team members. But there (more…)
Using a professional coach creates a different dynamic to the developmental relationship. A contract is essential for several reasons: What should the contract specify? Essential elements include: © David Clutterbuck...
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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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Co-active coaching was is also referred to as ‘whole person’ coaching and ‘work-life coaching’. It works on the basis that the client is the expert in their own domain and puts the client firmly in the driving seat. Through co-active coaching the client becomes more self-aware, creating their own goals and norms. The coach might...
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Constellations is a practical a remarkably effective (though it’s unclear how it works), way of helping people to explore personal, leadership development, business or relational challenges in terms of the systems, of which they are a part. It involves creating a ‘living map’ of collaborators in a way that illuminates the hidden dynamics beneath the...
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“Which is more important to you in building and maintaining your reputation – fitting in or standing out from the crowd?” It’s an unusual question for coaches and mentors to ask, but it can be very helpful in understanding what motivates a client towards or away from different choices. Human beings are typically motivated by (more…)
Since I first got ensnared by the world of coaching and mentoring, part of my learning has been to focus less on what is assumed and taken for granted and more on the question “What do we have evidence for and how valid is that evidence?” In the 1990s, I began to explore critically the (more…)
Read More Eight coaching / mentoring myths and misconceptions
Textbooks on developmental coaching or mentoring tend to talk about the need to take a non-directive approach to helping clients. But being non-directive is a very general term for a range of influencing styles, from which the coach or mentor can choose. Recognising which style is most appropriate in different circumstances is an important skill....
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