It is good practice to spend at least 30 minutes and preferably more preparing for every mentoring meeting. It is important to think through what you want from the meeting and how you can achieve that ensures you will get the most from that meeting; this takes time. By also advising your mentor in advance (more…)
It is good practice to spend at least 30 minutes and preferably more preparing for every mentoring meeting. Thinking through how you can support your mentee and how you can achieve that ensures you will get the most from that meeting. When diaries are busy and time is precious, this preparation also gives you both (more…)
Where and when you hold a mentoring conversation can make a significant difference to the quality of the learning that takes place. Practical guidelines: © David Clutterbuck, 2015...
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Within any mentoring programme, a small proportion of matches will not work out as intended. The most common causes are: Mentors and mentees need to be prepared for this to happen and to regard the first two meetings as a form of probation – a trial to see how well they can work together. By...
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Research has shown that properly managing the ending of the formal phase of your mentoring relationship is vital to how both parties feel about it thereafter. Often relationships that were allowed to fizzle out without formal closure resulted in one or both parties having an overall negative recollection of the mentoring experience. By contrast, almost...
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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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Diagnostic tools have two main uses in coaching and mentoring: Some diagnostics, such as the personality measures, need to be administered by an expert, who can help interpret them. Choosing the right personality questionnaire is important. One aspect of this is deciding whether to use one that is ‘type’-based, such as the Myers-Briggs Type Indicator...
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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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