The three-way conversation in coaching and mentoring

The three-way conversation between coach, client and the client’s boss, is commonplace in coaching. Sometimes also involving HR, it provides a valuable opportunity to clarify agendas, establish the support needed from the boss, and improve the direct report-boss relationship. Yet in the context of mentoring, this conversation is typically seen as one to be avoided...

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From coach to professional mentor

Why would successful coaches want to join the growing ranks of professional mentors? One of the big distinctions historically between coaching and mentoring has been that coaching is generally paid for, while mentoring is a voluntary activity. As a consequence, professional coaches are expected to have invested in some form of professional accreditation requiring a...

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Mentoring disadvantaged young people

Mentoring for disadvantaged young people can be divided into a start and five phases: 1. Commitment. 2. The Clarification Phase 3. The Confidence Phase 4. The Instruction Phase 5. The Maturation Phase 6. The Concluding Phase The phases are not of identical duration. The confidence phase, the instruction phase and the maturation phase occupy most...

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Contextual intelligence in mentoring

Two articles in the latest issue of Harvard Business Review (September 2014) provide food for thought about developing talent in a multi-cultural organization. One, by Tarun Khanna, explores the concept of “contextual intelligence”. His studies indicate that: One of the classic examples I encountered of this phenomenon at work was a US-based multinational, which told...

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Are you getting value for money on your investment in mentoring?

You’d expect most companies with established mentoring programmes to give an unequivocal yes, but the reality is that most organizations don’t know. So here are some basic indicators to consider. Highly effective mentoring programmes: The issue becomes more complicated, when there are numerous mentoring programmes across different divisions, regions and cultures. Achieving consistency of mentoring...

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Line manager, mentor and coach: managing the conflicts and capitalizing on the opportunities

As a line manager, one of your principal responsibilities is to develop your direct reports. Coaching and mentoring are two of the most powerful and well-publicized ways to support other people’s develop – but how do they work best in the context of a work team? Whatever approach you take to developing direct reports, it’s...

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Why naming an emotion helps manage it

Recent research at the University of North Carolina and elsewhere, into how we perceive emotions reveals that having a name for an emotion is important in both how we experience it and how we cope with it. Academic Tiffany watt Smith at Queen Mary University in London explains that “putting a name to a feeling...

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Wisdom and mentoring

Development mentoring’s focus on the acquisition of wisdom goes back to the original story of the mentoring relationship between Athena, the Geek Goddess of Wisdom and Odysseus, King of Ithaca and his son, Telemachus. In the guise of Mentor, and sometimes as herself, Athena helps the two men learn from their experiences, developing their insight...

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Helping the coachee or mentee overcome complacency

An implicit assumption within coaching and mentoring is that the coachee or mentee is motivated to change. That isn’t always the case and even when it is, there is a big difference between externally motivated change (doing something because you have to) and internally motivated change (doing something because you want to). Internally or intrinsically...

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Mentoring in acquisitions and mergers

Some years ago, a company, which I was chairman of, acquired its next largest rival at a time when the whole sector was in severe difficulties. The merged company survived and eventually flourished, while many other companies in the sector went out of business. Looking back on what we did right, one of the key...

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