The environment, in which line managers coach direct reports, is riddled with potential conflicts. For example: Most of these can be managed by creating time for open and honest dialogue with the team, by creating as much psychological safety as possible, and by encouraging supportive behaviours – including co-coaching – between team members. But there (more…)
The Pygmalion Effect is the name given to a phenomenon, by which belief in your abilities from someone you respect has a dramatic and positive effect on your performance. It also works in reverse – in experiments, even a minor put down by a stranger can have a remarkably negative influence on performance. In classroom (more…)
There are thousands of studies and books on managing change or leading change. The former tend to focus on ways to work with and overcome people’s resistance; the latter on creating a vision that people can sign up to and engage with. Of course, both these perspectives are important and indeed implementing change usually requires (more…)
Last year I was privileged to assess one of the most well-founded and effective mentoring programmes I have encountered. This programme was not in a sector, where one would normally look for good practice in mentoring. It was in the military and, specifically, in the Royal New Zealand Air Force. People at all levels received (more…)
Using a professional coach creates a different dynamic to the developmental relationship. A contract is essential for several reasons: What should the contract specify? Essential elements include: © David Clutterbuck
Creating a coaching culture A coaching culture (sometimes also referred to as a coaching and mentoring culture) is one where coaching behaviours are instinctive to the way people think and behave. It is closely associated with high performance amongst leadership teams, with retention of talent, effective decision-making, employee engagement and organisational agility. David Meggison & (more…)
It’s evident that a coaching and mentoring strategy – especially if the aim is to create a coaching and mentoring culture – requires the sustained support and energy of an organization’s leaders. In our interviews on this topic with both HR professionals and leadership teams, a number of themes recur frequently enough to warrant inclusion (more…)
Some key points to consider: Executive coaches are used mainly by senior managers or professionals, to help them work on specific aspects of their performance. As a relatively expensive resource, it is important to ensure that: The Executive Coaching Strategy sets out broad policy for using executive coaches. This guideline builds on the policy (more…)
One of the most common issues for team coaches is that the team is unused to having open conversations. At the start of any team coaching intervention, therefore, it’s important to help them contract with each other – and with you. Useful questions to consider include: Creating the contract with you is best done individually (more…)
You have had a useful and helpful conversation about the issue the mentee/coachee has brought for discussion. The mentee/coachee seems happy with what they are taking away, yet you have not used the allocated time. It’s easy to feel the need to prolong the session, but should you? The brief answer is no – not...
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