Because mentors are a scarce resource, it’s inevitable that not everyone can be part of a formal mentoring programme at the same time. So it’s important that people who are not selected remain positive about the programme and about their personal development. Here is an example of how you might communicate to potential mentees at (more…)
Coaching aims at the personal and professional development of an employee. It works best when it happens in a climate of openness and mutual respect. Our expectations of each other are that: Responsibility for success of coaching is shared between coach and coachee We will agree clear and specific initial goals for coaching, while recognising...
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Coaching is arguably the most powerful method of learning at work. Coaching is a key skill for every manager and knowing how to seek and use coaching is a key skill for employees, who wish to become more effective in their current roles and perhaps advance to more senior roles. Here are answers to some...
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While there are lots of good coaches around, there are a lot more, who are mediocre or worse. Few HR functions have the internal competence to assess coach competence, and standard methods of evaluation, such as client feedback, how very low validity – indeed, the level of challenge within a coaching relationship may be inversely...
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Like any other relationship, in which trust and rapport are important, executive coaching is highly dependent on the chemistry between coach and client. Effective matches take into account: Coach’s experience Clients tend to feel most comfortable with coaches, who they feel understand their world. To what extent is it important to the client that: Observational (more…)
It seems as if just about every consulting and training provider offers coaching training. The following guidelines will help you sort out which ones can genuinely offer you a reliable and effective service. © David Clutterbuck, 2015
What makes executive coaches feel valued Considering how much organizations pay for the services of executive coaches, it might be expected that the relationship between them would be a partnership, aimed at providing the best possible support for the client. While in some cases, this is undoubtedly true, a more general picture appears to be...
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It is generally true that ‘what gets measured, gets done’, more importantly, measurement helps participants and programme coordinators identify areas for improvement in both process and performance of developmental practice; and acts as a spur to participants to review the learning relationship, with the frequent result that they are re-energised. One of the common outcomes...
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Once coaches have some initial experience, they typically want to consolidate and grow their skills. Some of the practical ways internal coaching programmes meet this need include: For those line manager coaches, who want to be recognised for their skills in the role, there is a plethora of qualifications, many of them accredited by one...
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Supporting the development of internal coaches What is a coach development centre? Coach development centres are based on established good practice from assessment centres used to select external executive coaches. They differ from assessment centres in that they: A number of organisations internationally are exploring the concept as a practical means of building an internal...
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