There comes a point, at least once in a coaching conversation, where the coach feels instinctively that the issue is clear enough to pose a powerful question – one that will really make the coachee think and open up new perspectives. Many times, that is exactly what happens. But occasionally, the coachee simply responds with, (more…)
While a coach or mentor may be familiar with terms such as depression, bi-polar disease, personality disorder, psychopathy, burnout and so on, only those with specialized training are able to diagnose mental health issues and, if appropriate, help the client manage them. To play “amateur psychologist” is unethical and dangerous. This entry addresses two key...
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Coaching isn’t always a comfortable experience. When it achieves most, it often involves an uncomfortable journey into ourselves and our motivations. According to research by Dr Paul Stokes at Sheffield Hallam University, coachees can be skilled at engaging with the coaching conversation – or at avoiding difficult issues. Engaging processes include scenario planning, remaining open (more…)
In challenging working environments, resilience is increasingly an essential competence. People, who are resilient, are better able to cope with unexpected change, with setbacks and disappointments, with high stress environments and with periods of excessive workload. The signs of low resilience are generally easy to spot. They include inability to make decisions, frequent minor physical...
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Most formal mentoring takes place between people within the same organisation, but this isn’t the only possibility. It is hard, for example, to create effective mentoring relationships within small national branch offices – people are often too close and the choice of mentor is too limited. While distance mentoring, using mentors from the same company...
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One of the main reasons people don’t make the changes they aim for in coaching or mentoring is that the learning conversation only addresses part of the system, of which they are a part. Ken Wilbur’s integral theory proposes a practical but simple way of looking at the individual in a much more holistic way,...
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Introduction What is a learning conversation? Your expectations “Speaking truth to power” When and how to be open and challenging in learning conversations across power and authority differentials Preparing for mentoring meetings How preparation builds confidence Taking, giving and using critical feedback Skills, attitudes and behaviours Reflecting on the mentoring meeting Extracting and implementing useful...
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Read More Mentoring up a guide to mentoring someone more senior than you
Introduction What is a learning conversation? Your expectations “Speaking truth to power” When and how to be open and challenging in learning conversations across power and authority differentials Preparing for mentoring meetings How preparation builds confidence Taking, giving and using critical feedback Skills, attitudes and behaviours Reflecting on the mentoring meeting Extracting and implementing useful...
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Coach training courses typically place a lot of emphasis on the skills of creating rapport, as an essential skill of the coaching conversation. But what happens when you get to the natural end of the coaching session and need to make the shift back to normal thinking and behaviour. How do you bring the conversation...
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Read More Breaking rapport to end the coaching session or mentoring session
How we think about our role as a manager – what we are there for, what others, particularly above and below us should expect of us – and the expectations we should have of other people have a profound impact on our management style and hence on both our performance and the performance of the...
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