Key: A = 2 days, B = 1 day, C = 0.5 days D = also available as a keynote speech

Who’s in control of coaching and mentoring?

Aimed at: HR professionals with responsibility for coaching and mentoring

CIPD surveys show that, far from collapsing, spend on coaching is increasing. For many organisations, a key question has become: “How do we manage coaching and mentoring?” Measurement is now only one small part of a picture that encompasses:

  • Integration of initiatives in coaching and mentoring within a clear and consistent strategy of organisational development
  • Clarity about the respective roles of the centre and HR Business Partners in championing and overseeing coaching and mentoring
  • Developing the capability of HRBPs to assess and use coaches in ways that deliver maximum value-added
  • Addressing coaching and mentoring culture as a systemic issue, which can best be addressed through simultaneous change at both organisational and work team levels

In this interactive seminar/ workshop, Prof David Clutterbuck explores how companies around the world are getting to grips with the management of coaching and mentoring. In many cases, they start from a point where no-one knows what coaching and mentoring is occurring, how effective it is, and who is responsible for it. He will make the case for establishing greater control now, with a view to creating the platforms, from which more powerful, informal coaching and mentoring can flourish in the future.

Time to abandon SMART goals in L&D?

Aimed at: HR professionals, coaches and line managers

The link between specific goals and performance has been taken for granted in recent decades. But is it as simple as that? Increasing evidence suggests that focus on narrow goals can be harmful and is as likely to lead to failure. In the context of coaching and mentoring, for example, research finds no significant correlation between SMART goals at the outset of a learning relationship and subsequent performance.

So what’s going on here? It seems that specific goals are most attainable when they emerge from a broader sense of purpose – and that in a learning partnership, identifying goals may be the end of the process, not the beginning. It appears to be much more common for people to need help in defining an objective, than in pursuing it.

In this interactive seminar/ workshop, Prof David Clutterbuck explores how organisations and people came to be fixated on goals; why this approach is effective in only limited circumstances; and what alternative approaches may be more effective and when.

Leading in talent management and succession planning

Aimed at: Senior executives and senior HR professionals

In recent decades, responsibility for talent management and succession planning has largely been abdicated by leaders to HR, which has created a bewildering portfolio of grids, plans and other processes aimed at systematising and control these essential elements of organizational sustainability. But what’s the evidence that any of these approaches work, or is it all just “HR bling”? Two critical questions are: If succession planning and talent management work, how come the wrong people so often get to the top? And how come the diversity at the bottom of organizations isn’t reflected in the leadership levels?

David argues that the problem lies in viewing talent and succession as simple, linear systems, when they are in fact complex, adaptive systems. In which case, the most effective approach is to stop trying to control and focus instead on influencing through much greater quantity and quality of dialogue. In short, it’s time for leaders to take back responsibility talent management and succession, by supporting talented people in finding and seizing opportunities to grow.

Myths and misapprehensions in coaching and mentoring

Aimed at: Coaches and mentors at any level

Many assumptions about coaching and mentoring are based on anecdote or poor research, or both. In this seminar, David challenges a range of unevidenced or poorly evidence myths, including:

  • It’s important to have SMART goals at the beginning of a coaching or mentoring assignment (actually it is frequently dysfunctional)
  • Coaches don’t need expertise in the client’s area of operation (actually, this may be unsafe, unethical or both)
  • Coaching and mentoring are the same thing (they have different purposes, though they use many approaches in common)
  • Coaching Is less directive than mentoring; or vice versa (both have forms, which can be either)
  • Line managers can’t be real coaches

Laughter in learning

Aimed at: Coaches and HR professionals at any level

Coaching and humour both work in similar ways — by helping clients shift perspective. This relatively light-hearted, interactive presentation looks at the role of humour in coaching and identifies practical techniques coaches can use to incorporate more laughter into their practice.

To book David contact Brendan O’Connor, Castle Management, Tel: +44 (0) 20 3384 0334
Mob: +44 (0) 7900 050912,

Comments are closed.