There is a lot of vested interest by people, who promote particular services, to claim the moral high ground for whatever they do. So it is easy to find exactly the opposite distinctions being claimed with equal forcefulness. The reality is a lot more complex. Just as there is more than one model of mentoring, (more…)
Read More What is the difference between coaching and mentoring?
First meeting agenda for coaching/mentoring The aims of the first coaching / mentoring meeting are to: Get to know each other and begin to establish trust and rapport Agree the broad purpose of the coaching/mentoring relations Agree the ground rules for the relationship Getting to know each other Many relationships struggle to get off the (more…)
Read More Making a success of the first coaching / mentoring session
Objectives come in many sizes and varieties. Research evidence shows that whilst objective-orientation is significant in overall leadership performance, the nature of effective objective management changes at different levels, from a focus on task (practical, usually short-term objectives) at lower levels of leadership to one on purpose (achievement of a broad vision) at higher levels. (more…)
Even goals like “I want to achieve 20% more sales this year” are often less specific than they seem at first glance. For example, what is the client prepared to invest to achieve those sales? What level of profitability do they want to maintain? Do they want these sales to be with one-off customers, or...
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In corporate programmes, a small group of supervisors (or just one) is usually appointed. If, however, you find you need to select your own supervisor, the following advice may be helpful: Be clear what kind of supervision you are looking for (e.g. individual or group? With an emphasis on a particular psychological approach?) and look (more…)
Summary Aims of supervision Types of supervision Supervision and externally resourced executive coaches Managing supervision Using a supervisor Aims of supervision In the workplace, the term “supervision” is usually applied to line management, where the supervisor takes overall responsibility for the work of direct reports. In coaching and mentoring, supervision is much more about supporting (more…)
Coaching Supervision is a process for helping coaches reflect on their practice so that they grow in competence and ensure client safety. It draws on the world of counselling, where supervisors provide three important roles: Normative – the supervisor accepts (or more accurately shares with the supervisee) responsibility for ensuring that the supervisee’s work is (more…)
Mentors and coaches need support beyond their initial training in the role, to give them confidence in experimenting with developmental conversations, to give them additional tools and techniques, and to provide opportunities to discuss and learn from their experiences – especially instances, where they have struggled or felt uncomfortable. One of the most common and...
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Read More Using action learning to support coaches and mentors
Mentoring and coaching both support and are supported by a number of key business processes. In particular: Succession planning Mentoring, especially, assists employees in thinking about their careers and how to align their ambitions with those of the organisation. Senior managers also get to know the capabilities and aspirations of more junior colleagues and are (more…)
Read More Linking mentoring and coaching to business processes
The terms mentoring and coaching are frequently used interchangeably – or, from another perspective, confused with each other. The reason is that both are evolving disciplines, with common roots and multiple approaches. The term Mentor derives from the Odyssey, in which Athena, the goddess of wisdom, helps both King Odysseus and his young son, Telemachus (more…)
