Mentoring relationships, programmes, mentee/mentor skills, mentoring culture
Techniques – Dilts’ Logical levels Logical levels is a method of helping someone think through more deeply how they relate to the world around them. The theory, which applies to both individuals and groups or teams, has its origins in the work of philosopher Bertrand Russell and anthropologist Gregory Bateson. It was popularised as a...
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It’s a common misconception that loneliness is about isolation from or lack of contact with other people. In reality, people differ greatly in how they respond to being on their own. Loneliness is a feeling of being socially isolated that can and often does occur even when someone is surrounded by and has frequent contact...
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Read More How to recognise and help a coachee or mentee manage loneliness
In every profession and walk of life, people, who achieve most success, almost invariably point to having had at least one great mentor. The qualities they ascribe to their mentors are surprisingly common. The most significant are: Of course, not every effective mentor has all of the qualities to a high degree. Yet, there are...
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Mentoring isn’t a passive active for the mentee. It can only work, if the mentee is prepared to actively engage with the process. It’s not about doing mentoring to someone, but about a relationship, where mentor and mentee work together in a close and trusting learning partnership. What you get out of mentoring depends ln...
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12 critical questions for success Evidence from the International Standards for Mentoring and Coaching Programmes (ISMCP) and from international network of independent mentoring specialists Coaching and Mentoring International provides a consistent picture of what makes mentoring programmes work well. Some of the factors are relatively obvious; others much less so. A core skill of mentoring (more…)
The notion of a contract between mentor and mentee arose very early in the history of supported mentoring. A contract clarifies what each party can expect from each other and is particularly useful to refer to when agreeing the logistics of the relationship, when reviewing the relationship as it evolves and when the relationship has (more…)
Even the best of leaders can’t attend to everything. They try to ensure that all the important issues are covered, with someone in the team having accountability and responsibility for them. Both team coaches and one-to-one coaches are vulnerable, however, to the team leader who doesn’t manage some areas of his or her responsibilities well. (more…)
Read More The leadership vacuum trap and how coaches and mentors can avoid it
What makes a good contract in coaching or mentoring? While contract is a word every native English speaker understands, it isn’t ideal for describing how the coach-mentor and mentee-coachee clarify and commit to how they will work together. To contract is to reduce or bring within boundaries and carries a legalistic flavour. A more appropriate...
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Potential and pitfalls While in the United States, the role of mentor may often be combined with that of either boss, or sponsor, or both, in most countries around the world (and particularly in structured mentoring programmes) this is seen as inappropriate. The relationship between boss and direct report involves many conflicts of interest. When...
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“Presence” is one of those easily recognisable but hard to define qualities. It plays a significant role in how we assess competence, promotability and other factors that make or break reputation and careers. So what exactly is presence? A pragmatic definition is: “Influencing others simply by being there”. Someone, who has presence commands attention and...
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