Author Archives: admin

Seven Coaching Conversations

Being an effective coach requires a continuously expanding portfolio of BDQs – (Bloody Difficult Questions). These are what stimulate the client to reflect and gain personal insight. Equally important, however, are the BDQs we ask ourselves. For example: For whose …

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How to make the most of the mentoring relationship

Mentoring relationships that deliver most value for both mentor and mentee are characterised by a number of behaviours: Openness – both parties are able to speak openly and without fear of feeling embarrassed Purposefulness – there is a clear sense …

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How social networks affect careers and succession planning

Research into social networking suggests that people can on average manage a maximum of 150 strong connections and a much larger number of weak connections (Dunbar, R date++). Strong connections tend to be characterised by a higher quality and frequency …

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How mentoring supports inclusion

Inclusion: Genuinely valuing a wide range of diversity in talent, perspective and person, for its ability to contribute to individual, organisational and societal well-being. Authentic inclusion is recognised by a sense amongst all groups that the only limitations on their …

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How could you get more out of your mentoring relationship?

Like any other relationship, mentoring can get a bit cosy. The review is your opportunity to influence how the mentoring programme is managed and the support you receive in making mentoring deliver results for you. It addresses questions such as: …

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How can I change the behaviour of my mentor?

When mentoring relationships fail, one of the most common reasons is that the mentor’s behaviour is incongruent with the mentee’s needs or with promoting insight-provoking dialogue. Some common dysfunctional mentor behaviours include talking too much, being overly directive, being patronising, …

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Evaluating Mentoring

One of the paradoxes of formal mentoring programmes is that the essence of the relationship is its informality – the ability to discuss in private a wide range of issues that will help the mentee cope with and learn from …

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Disability mentoring

One of my most emotive recollections of mentoring is taking part in a Civil Service programme for disabled staff. One of the participants was a Thalidomide victim. Only partially sighted, with only rudimentary fingers at the end of stumps of …

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Cross-organizational mentoring

There is only a relatively small number of mentoring programmes, which have been designed from the start to facilitate mentoring between employees of a consortium of organizations. Some examples, where this has happened, include: A programme to support career development …

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Critical issues in succession planning

Current approaches to succession planning are based on assumptions, which are largely unevidenced and insufficiently flexible to meet the demands of adaptive organisations and careers. This chapter highlights some of the issues, which HR needs to address in redesigning succession …

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