The work of the Coach Maturity Research Group demonstrates conclusively that the more mature coaches become in their practice, the more they blend coaching and mentoring.
I was recently introduced to the work of Finnish researcher Osmo Wiio and how relevant it is to the global events of today.
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Clarifying the differences between coaching and mentoring is difficult, nor least because it is highly contextual. Almost every difference proposed has a counter explanation.
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Read More Coaching versus mentoring: an outcomes perspective
I was pointed to a fascinating book at an EMCC webinar on supervision and neurodivergence. We’re all neurodiverse by Sonny Jane Wise explores the modern history of neurological difference in society. Its starting point is that neurodiversity is the norm. Neurodivergence describes behaviours or traits that do not conform to a cultural norm – yet cultural norms are social conveniences that have no scientific basis.
I was pointed to a fascinating book at an EMCC webinar on supervision and neurodivergence. We’re all neurodiverse by Sonny Jane Wise explores the modern history of neurological difference in society. Its starting point is that neurodiversity is the norm. Neurodivergence describes behaviours or traits that do not conform to a cultural norm – yet cultural norms are social conveniences that have no scientific basis.
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The following are all examples of behaviours by mentors gathered over many workshops, where participants in mentoring have shared their best and worst experiences. These below are the top ten worst. As a mentor ask yourself: Could I be guilty of any of these? Copyright – David Clutterbuck...
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Over four decades, I have encountered thousands of mentoring programmes in dozens of countries. Many of them deliver superb results for all their stakeholders. Other fizzle out and leave no lasting legacy. The mentoring programme standards from the EMCC were introduced nearly 20 years ago and have been periodically updated. They provided the basis for...
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Creating a coaching and mentoring culture isn’t easy; sustaining one even harder. Over three decades of observing attempts by organisations, one conclusion stands out. We cannot identify any examples of sustainable success that do not have a dedicated programme management team. Sometimes the team is one manager, supported by a steering group, but when they leave, the chances of sustaining gains made are minimal.
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Read More Why mentoring and coaching programmes need a dedicated manager
The Japanese concept of Ikegai is based around four questions. In any discussion of career aspirations, starting with these questions is a very practical way of focussing on what’s important.
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Read More How to help someone reflect on their future career: using the Ikegai questions
Building the habit of reflection isn’t easy. Yet, some questions can give a much-needed prompt. Ask someone what they earned this week and they can usually remember something. Yet ask what they learned about themselves requires a much deeper level of introspection.
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