Articles, videos, books and webinars from the Clutterbuck CMI knowledge base.
Introspection – being able to look in at ourselves – is at the heart of both leadership and coaching. Wise leaders’ self-awareness contributes to their identity and groundedness. When we understand ourselves better, we are more able to understand others. Coaching and mentoring both help others to gain clarity about their internal and external environments...
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If I knew then what I know now…Reflections of HRDs internationally Report of a study by David Clutterbuck Partnership, 2021 In mid 2021, with the help of the Chartered Institute of Personnel and Development in the UK (CIPD), and the Australian Human Resources Institute (AHRI), I asked Human Resource Directors for their views on the...
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The new technologies of brain-AI interfaces have profound implications for human society. Current technology using devices inserted to the inside of the skull allow paralysed people to manipulate objectives and even speak through AI-assisted machines. It’s already possible to capture frequently occurring patterns of neurons to make things happen, even before the person is aware of having made the choice or become consciously aware. And we are at a similar place in these technologies to where computing was when it took a whole room of components to do a fraction of what can now be done on a single mobile phone.
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The following questions aim to help teams and team members understand how energy ebbs and flows within and between them. The answers provide the basis for a dialogue on how to work with and enhance team energy, both collectively and individually.
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The transition from senior HR professional to a Board role is complex, demanding and far from obvious. Four years ago, we asked HRDs from 17 countries what would have been beneficial for them to know on their journey to the boardroom. The responses were detailed and wide-ranging, but some key challenges emerged.
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This technique aims to generate shared perceptions amongst team members with regard to customs, culture, purpose and other factors that impact how they interact with each other and stakeholders. It builds on a children’s game that creates cut-outs of animals out of body parts from other animals. So, a construct may have the head of a donkey, the neck of a giraffe, the tail of a monkey, the body of a hippo and the feet of a lion.
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The concept of a coaching culture has been a serious topic for about 20 years. Yet after all this time, there are few, if any, examples of organisations that have achieved a sustainable coaching culture – or even a transitory one. So, what’s the problem?
We know it’s difficult — for many reasons — but knowing what a coaching culture looks and feels like is a good starting point for initiating change. Sometimes, simple interventions can have a big impact.
While most large employers at least pay lip service to the importance of a coaching and mentoring culture, the proportion of organisations that have achieved anything approaching this is miniscule. It seems an elusive objective and one, where gains can be rapidly lost, when leaders change or adversity strikes. So, why is it so difficult?
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Strategic thinking is both an art and a skill. It is more associated with individuals than with teams, but teams can build collective strategic thinking capability. This exercise combines strategic and systemic perspectives
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