The power of hope in helping people achieve their goals is remarkable. Research shows that more than half the variance in performance by female athletes is attributable to the quality of hope they exhibit 1. People who have strong reserves of hope tend to be more proactive about their health and are more resilient in (more…)
This simple reflective guide and tool can be used by teams to reflect on the seven types of trust required in teams. Usually this exercise takes 60 minutes to complete. Purpose: To think about how they will build high quality of trust in the mentoring relationship Process: Introduce the exercise by explaining that one of (more…)
In general, teams tend to assume a much greater level of goal alignment than is actually the case. High goal alignment happens when everyone is fully agreed about the priorities of what they are trying to achieve and why; and at the same time, fully agreed about how they will go about making the goals (more…)
The mentoring conversation provides a safe space to experiment with learning behaviours. As such, it’s to be expected that occasionally, within the context of a challenging learning conversation, either mentor or mentee says something, which causes a negative reaction in the other person. Part of the contracting process at the beginning of the relationship should...
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If we really attend to what someone else is saying, it’s not that difficult to pick up significant words or phrases. There are four main clues here: If it’s significant, it carries a particular, often emotion-laden meaning for them. Make a mental note (or jot down the word or phrase) and wait for a pause...
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Authenticity is one of those irritatingly vague qualities expected of modern leaders – generally seen as desirable but difficult to define or demonstrate. Worse, because it is supposed to be a natural quality, the idea of developing authenticity seems artificial and manipulative. Dictionary definitions tend to describe authenticity as the quality or condition of being...
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Read More Helping your coachee or mentee become more authentic
Of all the conflict situations between managers and their direct reports, the controlling boss is arguably the most common and one of the most difficult to deal with. People, who are creative and independent, are often either crushed by their boss or quit. This is also one of the most common situations that people bring...
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Read More Helping the coachee or mentee manage a controlling boss
This simple tool provides a structure for thinking about goals and intentions, from the perspective of current and desired identity. The key questions that arise from the matrix below are: • What do I want to be but will never be? (Limitation) • What don’t I want to be and will never be? (Boundary) •...
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Reflecting on the coaching or mentoring session A characteristic of effective coaches and mentors is their willingness to take time after a session to reflect on what they can learn from it. The reflective process helps them to: Among the advantages: A useful checklist of what to reflect on includes: © David Clutterbuck. All rights reserved
Positioning difference Many mentoring programmes are designed specifically to support diversity objectives. However, in practice difference – in experience, personality, culture, gender and so on – is a driving force in all successful mentoring relationships. If people are too similar in background and experience, there is much less potential for learning between them. On the...
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