If coaches are to benefit from the rise of Artificial Intelligence, then they will need to embrace the new technology and integrate it with their practice. But what does that mean? The coach-AI partnership fulfils several functions: Making the coach-AI partnership work The key to successful partnerships will lie in questions such as the following:...
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Moving into a new role is one of the most common situations that arises in coaching and mentoring. There are multiple uncertainties and inevitable concerns on all sides. The new role holder will usually have to make adjustments in how they lead, but it may not be clear what these should be. Here are 12 (more…)
Read More 12 questions to help a client transition to a new role
It’s common for coaches to be so concerned about the well-being of their clients that they become oblivious to their own. Coaching, when done well, is frequently emotionally draining and intellectually demanding. Every now and then, there are comments in the coaching social media about how coaches (and especially those working by telephone) can earn...
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When we talk about mentoring, we describe it as a relationship. Coaching still requires a relationship (though often perhaps less intimate and of shorter duration), but we tend to talk about it as an assignment. This difference in language or metaphor can affect subtly the way we think and behave. The word assignment carries with (more…)
In our reading and conversations with coaches, we have identified four types of loneliness: The first and last of these are unhealthy. Even though coaches meet lots of people, they may experience the loneliness of isolation, because as professionals, they must maintain an emotional distance from their clients. If they lack close others, who they...
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Cameroon is one of those countries that most people have heard of (largely because it once performed well in the football World Cup), but couldn’t place accurately on a map. So when I was invited to join a small group of coaches and leaders climbing Mount Cameroon on behalf of the charity Village Aid, I...
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Psychometrics and other forms of diagnostic, such as 360-degree feedback, can be very helpful in getting to know a client and “what makes them tick”. But they take time, often require lengthy analysis and can become somewhat mechanical processes that miss the richness and complexity of “who is this person and how do they connect...
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Read More Getting to know a client: Clutterbuck’s twelve questions
The impact of power differentials on how teams and groups work is not as straightforward as it might seem. Having a mix of powerful and less powerful people in a team, or having a team composed entirely of powerful people can both have a negative impact on performance (Angus et al, 2016). It seems that...
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Read More Power distribution and its impact on team performance
Foul-up factors (FUF’s) are the gremlins that bedevil every complex system. A simple way to explore FUFs is to draw a schematic model of the key business processes. (The principle can be used at every level from organisational and functional to project management or individual service tasks.) In many healthcare organisations, the system has three (more…)
One of the most frequent areas of confusion is the around Accreditation (or Credentialing for the ICF). All 3 main governing bodies have different requirements, processes and standards which continue to evolve as the coaching market does but for now, I am only focusing on the main 2 bodies our coaches are linked with – (more…)
Read More EMCC & ICF Accreditation and Credentialing Information:
