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Using the Seven Conversations in Supervision

While most textbooks refer to the coaching conversation as if it were a single, discrete dialogue, in practice both coach and client carry out reflective dialogues in their minds before, during and after the spoken conversation. Each of these additional dialogues has an important role to play in the nature and the effectiveness of the coaching conversation. Within...

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12 habits of a Toxic Mentee

The following are all examples of behaviours by mentees gathered over many workshops, where participants in mentoring have shared their best and worst experiences. These below are the top ten worst. As a mentee ask yourself: Could I be guilty of any of these? Copyright – David Clutterbuck

A bundle of MDQs

Massively Difficult Questions (or MDQ's for short....

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Critical issues in succession planning

There’s a crisis in succession planning. Long one of the bastions of HR credibility, succession planning has a key role in maintaining HR’s strategic credentials. The problem is that evidence for efficacy of the elaborate processes devised to predict which talent to invest in and who should be targeted for promotion is thin at best....

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Cross-organizational mentoring

There is only a relatively small number of mentoring programmes, which have been designed from the start to facilitate mentoring between employees of a consortium of organizations. Some examples, where this has happened, include: The benefits of this kind of mentoring can be considerable. Among them: But there are disadvantages, too. In particular: What should...

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Disability mentoring

One of my most emotive recollections of mentoring is taking part in a Civil Service programme for disabled staff. One of the participants was a Thalidomide victim. Only partially sighted, with only rudimentary fingers at the end of stumps of arms, he turned the pages of the workshop manual with his tongue. And he fiercely...

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Evaluating Mentoring

One of the paradoxes of formal mentoring programmes is that the essence of the relationship is its informality – the ability to discuss in private a wide range of issues that will help the mentee cope with and learn from issues s/he encounters, putting aside any power or status differences that might operate outside the...

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How can I change the behaviour of my mentor?

When mentoring relationships fail, one of the most common reasons is that the mentor’s behaviour is incongruent with the mentee’s needs or with promoting insight-provoking dialogue. Some common dysfunctional mentor behaviours include talking too much, being overly directive, being patronising, and making inappropriate comments. Sometimes, the mentee, in turn, feels unable or unwilling to confront...

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How could you get more out of your mentoring relationship?

Like any other relationship, mentoring can get a bit cosy. The review is your opportunity to influence how the mentoring programme is managed and the support you receive in making mentoring deliver results for you. It addresses questions such as: Do any of the following comments strike a chord? I’m getting all I need from...

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How mentoring supports inclusion

Inclusion: Genuinely valuing a wide range of diversity & inclusion in talent, perspective and person, for its ability to contribute to individual, organisational and societal well-being. Authentic inclusion is recognised by a sense amongst all groups that the only limitations on their potential to achieve are those they choose to impose upon themselves; and by (more…)