Coaches’ attitudes towards supervision vary widely, not least in reflection of what they see as the point or purpose of supervision. One position is that supervision is about helping new coaches embed and expand the competences they have learned in their initial training – after which it becomes an optional cost. The opposite position is (more…)
It seems that every day, there is another story of organizations, which were once respected, betraying the trust of their stakeholders. The scenes at Fifa (pronounced Thiefa), when staff applauded the boss, who had presided over years of corrupt practice, may have seemed inexplicable, but they demonstrate just how easily immoral and illegal practice can...
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Psychometrics and other forms of diagnostic, such as 360-degree feedback, can be very helpful in getting to know a client and “what makes them tick”. But they take time, often require lengthy analysis and can become somewhat mechanical processes that miss the richness and complexity of “who is this person and how do they connect...
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Systemic Talent Management views talent management, performance management and succession planning as complex, adaptive systems — unlike traditional HR approaches, which broadly treat these activities as if they were simple, linear systems. An interesting perspective on these contrasting approaches comes from Eric Abrahamson, professor of management at Columbia Business School, and David Freeman who explore...
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Procrastination is typically a repeating cycle with four stages: Coaches and mentors can help clients break this vicious cycle by firstly helping them to recognise it, then to develop strategies for addressing each stage. When people fail to break the cycle, it is often because they address only part of it – so the process...
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Since I first got ensnared by the world of coaching and mentoring, part of my learning has been to focus less on what is assumed and taken for granted and more on the question “What do we have evidence for and how valid is that evidence?” In the 1990s, I began to explore critically the...
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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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When a coachee or mentee reveals that they have a serious illness, such as cancer or clinical depression, it can be hard to know how best to react. You want to be sympathetic, supportive and helpful, but you know that your role doesn’t encompass helping them manage their illness. Coaches and mentors in this situation...
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How you think about your job – what it contributes, how it adds value, how it links with and supports other roles – has long been associated with motivation and performance. More than 25 years ago, I invited all the staff in my company (an employee communication boutique of around 40 people) to choose their...
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The impact of power differentials on how teams and groups work is not as straightforward as it might seem. Having a mix of powerful and less powerful people in a team, or having a team composed entirely of powerful people can both have a negative impact on performance (Angus et al, 2016). It seems that (more…)