Cross cultural coaching

Raising culturally-derived awareness and building culturally-appropriate responsibility Using the Cross-Cultural Kaleidoscope   Abstract Whitmore (2002) defined the essence of good coaching practice as “building awareness and taking responsibility.” A phenomenological approach to a research study conducted as part of an MA in Coaching and Mentoring Practice (Name author, 2009) built on the Whitmore definition through...

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Evaluating coaching assignments

Evaluating coaching assignments   Why evaluate? Evaluation is important because it: When to evaluate What to evaluate You might think that evaluating external coaching is simply a matter of asking the client whether they found it useful and /or of establishing whether a specific performance goal has been achieved. However, it is more complex than...

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How to keep internal coaches engaged and motivated

It’s a common occurrence in organisations, which have invested in building an internal pool of coaches. After two or three years, there is a noticeable drop in enthusiasm and participation and some may even drop out of the programme altogether, usually citing pressure of work as a catch-all excuse. There seem to be several main...

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Training coaches and coachees

Summary The aim of any training course in coaching is to equip participants with the skills they will need to be confident and safe in the role, for the particular level, at which they are expected to operate. For most organizations, it is convenient to categorize training programmes as: Given the small number of people,...

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Making space for female entrepreneurs

When a successful female entrepreneur is held up as a role model, is it a good thing or not? There is now so much evidence that women can be as effective (and in some circumstances, such as rural economies in developing countries, considerably more successful in business creation) than men, that the fact we still...

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Managing the loneliness of being a coach

One of the factors that appears to undermine resilience is isolation or loneliness – an issue that comes up time and again in supervision. In our reading and conversations with coaches and mentors, we have identified four types of loneliness: The first and last of these are unhealthy. Even though coaches meet lots of people,...

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Narrative coaching

Narrative coaching is a process that allows coachees to address issues in their present by relating stories from their past. The stories we remember about ourselves have a powerful impact on our values, our beliefs, our assumptions, and our behaviours – and hence on our performance and careers. Narrative coaches are trained to help clients (more…)

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Ontological coaching

Ontological coaching Ontological coaching is a non-directive process for helping people work out: The word ontology means “study of being”. The theories underpinning this approach to coaching were derived from combining studies in the use of language with biological studies into the nature of cognition (learning from our environment). The pioneers of this work are...

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Performance Coaching

The term performance coaching refers to coaching approaches that focus on very specific improvements. These may be in sports (e.g. shaving a few seconds off a down-hill ski run) or in work (e.g. achieving higher sales, or higher customer satisfaction scores). The core of performance coaching is that the outcome is measurable in a quantifiable...

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Plateaued managers

A plateau in career terms is about limits to career mobility in the sense that upward hierarchical movement is restricted. In other words, plateaued managers are people, who have hit a real or assumed career ceiling. Typically, the coachee or mentee may have been in the same job role for at least five years and (more…)

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