Articles, videos, books and webinars from the Clutterbuck CMI knowledge base.
Suggesting to someone else that they need counselling takes courage. As a coach or mentor, you will in most cases not be a qualified therapist – and even if you were, there are potential conflicts of role between mentoring/coaching and therapy. The two key questions here are: What to watch out for Signs that the...
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If a coaching or mentoring relationship is going to work well, both parties must trust each other enough to be able to speak openly. The coachee/mentee needs to feel that it is safe for them to share their internal thoughts and feelings, and also that the coach/mentor is there to support and encourage them as (more…)
There comes a point, at least once in a coaching conversation, where the coach feels instinctively that the issue is clear enough to pose a powerful question – one that will really make the coachee think and open up new perspectives. Many times, that is exactly what happens. But occasionally, the coachee simply responds with, (more…)
While a coach or mentor may be familiar with terms such as depression, bi-polar disease, personality disorder, psychopathy, burnout and so on, only those with specialized training are able to diagnose mental health issues and, if appropriate, help the client manage them. To play “amateur psychologist” is unethical and dangerous. This entry addresses two key...
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Coaching isn’t always a comfortable experience. When it achieves most, it often involves an uncomfortable journey into ourselves and our motivations. According to research by Dr Paul Stokes at Sheffield Hallam University, coachees can be skilled at engaging with the coaching conversation – or at avoiding difficult issues. Engaging processes include scenario planning, remaining open (more…)
In challenging working environments, resilience is increasingly an essential competence. People, who are resilient, are better able to cope with unexpected change, with setbacks and disappointments, with high stress environments and with periods of excessive workload. The signs of low resilience are generally easy to spot. They include inability to make decisions, frequent minor physical...
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Most formal mentoring takes place between people within the same organisation, but this isn’t the only possibility. It is hard, for example, to create effective mentoring relationships within small national branch offices – people are often too close and the choice of mentor is too limited. While distance mentoring, using mentors from the same company...
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One of the main reasons people don’t make the changes they aim for in coaching or mentoring is that the learning conversation only addresses part of the system, of which they are a part. Ken Wilbur’s integral theory proposes a practical but simple way of looking at the individual in a much more holistic way,...
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Abstract: Team coaching is rapidly gaining traction as a powerful tool for helping leadership teams improve performance. However, it has wider application for all kinds of team, at all levels in an organisation. This article aims to clarify the role and scope of team coaching and make some predictions on how team coaching may evolve (more…)
As a relatively new phenomenon, team coaching is still finding its feet. In this blog, I outline some of the emergent trends, which are likely to shape team coaching in the coming decade. There are surely others, which I haven’t noticed, but those that I have include: These are exciting times for team coaching —...
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