Coaching and mentoring don’t have to happen in a formal meeting environment. Sometimes all there is time for (and all that is needed) is 10 or 15 minutes conversation or a short email exchange. A simple template for briefing coaching or mentoring is formed by the following sequence of questions: The output of brief coaching...
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There has been a huge surge into research on the subject of resilience in the workplace. Resilience can be seen as our ability to adapt and bounce back when things don’t go as planned. Resilient people acknowledge the situation, learn from their mistakes, and then move forward. According to the research of leading psychologist, Susan...
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A study of heart surgery teams moving from open heart to keyhole surgery looked at the factors that most influenced how the teams evolved to achieve the required levels of speed and quality in their operations. Overwhelming, the key factor was psychological safety — the environment, where people in the team, regardless of status or (more…)
How ready are you for coaching or mentoring? Coaching or mentoring can be beneficial at almost any time, but you will find it particularly beneficial when: In all of these situations, you will get more out of coaching or mentoring, if you: © David Clutterbuck, 2014...
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Using a tool such as 360 degree feedback in coaching and mentoring can help build self-awareness, reflective skills, confidence, strengths and developmental potential. There are at least four common, practical situations where 360-degree feedback can be very helpful in coaching and mentoring: 360 degree feedback enables the caochee / mentee to better understand stakeholders perceptions, (more…)
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Neuroscience is providing a lot of data about how people learn and what motivates them to achieve change. One of the most useful models to emerge from this, in the context of coaching is SCARF, which stands for Status, Certainty, Autonomy, Relatedness and Fairness. Neuro-leadership specialist David Rock explains it in this way: Status is...
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Personal Development Plans can often be “something and nothing” – a paper exercise mandated by HR for line managers and direct reports to undertake as an annual ritual. When they are at their best they: Identify clearly the difference between where you are now and where you want and/or need to be Link immediate (short-term) (more…)
We don’t expect coaches and mentors generally to have a deep understand of psychology or psychotherapy. But understanding the principles of projection and counter-projection can help you recognise and manage common situations, where the dynamics of the learning relationship aren’t working as they should. Projection refers to the process, by which people unconsciously disown their...
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Keeping a reflective journal Maintaining a personal reflective journal during a coaching or mentoring relationship improves the quality of reflection and the depth of personal learning. Good practice in maintaining the learning journal includes: The SAID process (see Reflection in coaching and mentoring) can be a useful framework for reflective notes. Other useful tips: Boud,...
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Gestalt therapy is one of the major disciplines of psychotherapy. It takes years of study and practice to become proficient in using this powerful approach, but it is common for coaches and mentors to use some of the basic concepts and techniques. One of the key principles of Gestalt is that what is happening for...
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