There are a number of techniques and tools coaches and mentors can use to help the coachee/mentee gain commitment to change and accept the circumstances surrounding the need for change. Techniques include the change cascade, the change ballon and the ‘extreme’ techniques. All of these are outlined in Megginson and Clutterbuck’s (2004) text: Techniques for...
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While the core relationship in coaching and mentoring is the coach-coachee or mentor-mentee, other people have a stake or interest in it too. When a line manager coaches a member of his or her team, they have to take into account not only their own expectations of the direct report, but also what’s expected of...
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Read More Managing expectations of other stakeholders in coaching and mentoring
The three-way conversation between coach, client and the clients boss, is commonplace in coaching. Sometimes also involving HR, it provides a valuable opportunity to clarify agendas, establish the support needed from the boss, and improve the direct report-boss relationship. Yet in the context of mentoring, this conversation is typically seen as one to be avoided...
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Accepting is the ability to allow things to be as they are, to abandon or put in abeyance the desire to change or confront. It’s important in coaching and mentoring. Some situations are internally driven – for example, it can be hard to accept with age that you can’t be as active and sporty as...
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Being noticed in a positive way is a vital part of career progress. There are five main ways in which mentors / coaches can help mentees / coachees do this: Track record comes only partly from doing your primary job well. Being noticed is much more closely related to the activities you undertake over and...
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Anchoring Anchoring is a technique used to change adapt a stimulus response pattern so that the coachee or mentee is able to either, replace a negative anchor with a positive one; or to enhance a skills by building positive anchors. In other words, it is a simple way to change an unwanted feeling to a...
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When people come to coaching and mentoring, they often do so with goals they have only part thought through. They may also come with goals imposed on them by others. Or they jump at a goal because they want to please the coach or mentor. In these circumstances, it’s important to review with them, just...
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Coaches and mentors need creativity skills for two main reasons. Firstly, they need to have effective ways to help the client overcome “stuckness” — to generate new thinking by proffering new ways of looking at problems and opportunities. Secondly, they need to be creative in their approach to the learning conversation, recognising when experimenting with...
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While some people embrace and thrive on change, others find it threatening. When a coachee or mentee exhibits change resistance, it is typically because of one of the following reasons: The first thing a coach or mentor can do is to help them examine their motivations and help them challenge their assumptions. Change usually brings...
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People often struggle to get started on a goal, because they can’t work out how they are going to get there. A simple technique to support them is the Logic Tree. The starting point is to define the goal in as precise terms as possible, then to explore what it would look like and feel...
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