Although overall spend on training and development has in many organisations been capped or declined during the recession, coaching and mentoring appear to have at least held their own and actually become a more critical part of the L&D offering. In part, this is because internally resourced coaching and mentoring are cheaper and proven to (more…)
Read More What every HR director should know about coaching and mentoring strategy
The design of effective coaching and mentoring programmes consists of seven key elements: The design, implementation and continual evaluation of programmes are all key stages. Not fully addressing any stage can impact on the overall effectiveness of the programme. Programme aims and purpose Programmes are developed in response a specific need....
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Read More Designing effective coaching and mentoring programmes
Jim Collins, the US researcher on leadership describes amongst the key qualities of authentic leaders the balance of personal humility and professional will. Personal humility involves, amongst other attributes, “quiet, calm determination”. Humility is equally an important characteristic of the effective coach, because: The danger is that we are either insufficiently humble, or far too...
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Read More The coach/mentor as role model for humility and authenticity
People often limit their performance by feeling inappropriately inferior or superior to others. Experiments have shown, for example, that even fleeting exposure to derogatory comments about women causes women going for job interviews to lose confidence and be less assertive in what they want. Played out in the workplace, our sense of inferiority to others...
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Read More Working with status – when the client feels superior or inferior to others
Whistle-blowers typically get a rough deal. Firstly, they typically undergo a great deal of stress in the period, when they are building up to going public on the issue that troubles them. The decision to blow the whistle is also highly stressful. And they often suffer the consequences of their action, being labelled as trouble-makers,...
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Mentor and mentee/Coach and Coachee training usually emphasises that the mentee/coachee should contact the mentor/coach to arrange the first formal meeting, if they have not set a date when introduced to each other. When the mentor/coach doesn’t hear anything from the mentee/coachee for a week or two, it poses a dilemma. Should they take the...
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Consciously or unconsciously, we all make judgements about how we prioritise stakeholders. Roger Steare, author of Ethicability, suggests the following exercise (here expanded and adapted) to become more aware of the choices we make. Rank the following in order of how much weight you would give their well-being in a conflict of interest: Having ranked...
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Our ideal self is who we would be if we lived up to our values all of the time, without exception. Of course, nobody ever gets to be anywhere near their ideal self. It’s an impossible standard to reach. But being aware of the person we would ideally be can be helpful in managing all...
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The most common perception of mentoring is from someone more senior to someone more junior. The more senior person is assumed to have greater experience and a broader perspective on the organization or profession., which they can use to help the more junior partner better understand the context of choices they need to make. However,...
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Studies have shown that overly altruistic motivations for coaching and mentoring tend to lead to more directive, unconsciously manipulative behaviours in the coach/mentor. “I want to put something back” or “I’ve got a lot of experience to share” may be altruistic in intent, but the underlying drivers are much more closely related to less noble...
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