Articles, videos, books and webinars from the Clutterbuck CMI knowledge base.
For behaviour change to take root, it usually needs to be embedded in self-awareness. Understanding our motivations and inner drives allows us to link what we want to achieve to what we value; the roles we want to grow into to the person we aim to be. Psychometric instruments can be very helpful in stimulating...
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The research on mentoring, in particular, shows that one of the most powerful things a coach or mentor can bring to the relationship is belief in the client’s ability to achieve great things. The phenomenon is called the Pygmalion effect, after the play by George Bernard Shaw. Essentially, the more belief someone, who you respect,...
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Leary’s rose is a simple tool for helping clients understand the dynamics of relationships. The rose is built around two dimensions: Dominance v Submission, and Hostility v Togetherness. Our responses to other people’s stances are either symmetrical (hostility provokes hostility; togetherness stimulates togetherness); or complementary (dominance provokes submission, submission provokes dominance). In a work environment,...
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One of the most common problems that holds talented people back is their tendency to micromanage. Usually driven by insecurity, micromanagement is bad news for the individual and for their team. For the individual, it means that they never have enough time to do things that are important not urgent, nor to focus on longer-term (more…)
In theory, the boss should be delighted that someone else is sharing the responsibility for helping one of their direct reports to manage their career self-management and personal development. In practice, they may have reservations about how much time away from the job will be involved, what mentor and mentee will say about him or...
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These three concepts from psychotherapy and counselling are useful for the coach or mentor to have at the back of their mind, particularly when addressing behavioural or motivational issues. Transference happens when we unconsciously and irrationally attribute attitudes, motivations or other characteristics to someone else, because we create an association between them and someone in...
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It often happens that people bring goals to coaching and mentoring, which they feel obliged to accept. Because these goals are externally generated (for example, from the expectations of their line manager, or their spouse), their commitment is likely to be much lower than if the goal were generated internally, meeting their own needs. So...
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One of the recognised dangers of executive coaching / mentoring, however it is sourced, is that the coachee / mentee can come to depend on the coach / mentor to do their thinking for them, rather than develop the skills and habits of thinking for themselves. Dependency can take many forms, including intellectual (solving problems...
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If you are not able to join a mentoring programme in your own organisation or profession, you can still find a mentor informally. The starting point is to think through what you want a mentor for. Once you are clear about this, you can move on to thinking about what sort of person would make...
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In essence, all coaching and mentoring are about helping people achieve change. When change is incremental, planned and about progress towards a desirable objective, and the coachee/ mentee feels reasonably in control and not under threat, then coaching or mentoring task is relatively straightforward. But when change is unexpected, threatening or involves significant perceived loss,...
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