One of the most respected and influential management speakers on the international circuit David combines a wealth of research-based knowledge and experience with the ability to capture and hold audiences from a handful of people to several thousand. He inspires and entertains, yet always leaves audiences with lots of practical insights and ideas that they can apply. He has the rare ability to make complex topics simple, but not simplistic. He demonstrates a high level of cultural sensitivity, which enables him to work in a wide range of cultures and contexts.
The three key areas, on which David focuses and on which he is a leading international expert, are:
- Mentoring and coaching
- Team coaching
- Systemic talent management
All of the subjects below can be addressed as speeches, workshops, masterclasses, seminars or webinars.
Mentoring and coaching
- How to create a coaching culture
- Mentoring masterclass
- Designing and implementing effective mentoring programmes
- Advanced tools and techniques in coaching and mentoring
- Maximising the return on investment from coaching and mentoring
- The leader as coach and mentor
- Mentoring and the diversity agenda
- Coaching, mentoring and work-life balance
- Emergent themes in coaching and mentoring
- Managing goals in coaching and mentoring
- How to be supervised – a guide for coaches
How to create a coaching culture
Aimed at: HR professionals
David’s seminal book on coaching culture (with David Megginson) has been extensively revised and updated for 2016. However, Making Coaching Work: Creating a Coaching Culture is just the starting point for an intensive analysis of how to create a coaching culture. David addresses the issue at both the conceptual level (what does it mean to have a coaching culture?) and in the detail of how to create a viable and impactful strategy. Among the issues he explores are:
- How to establish where you are on the journey towards a coaching culture
- The implications of success – is it really what you want?
- How a coaching culture aligns with business objectives and other cultural influences
- The core elements of a coaching and mentoring strategy, including:
- Developing internal and external resources of professional coaches
- Coaching within the work team
- Integrating coaching and mentoring
- Effective coaching and mentoring management systems
- Support for coach and mentor continuous development
- Barriers to creating a coaching culture and how to overcome them
Public and in-house workshops usually require two days, with one of the outcomes being a draft strategy for achieving a coaching culture.
Aimed at: Any group of new mentors; or experienced mentors, who want a refresher
The essential introduction to developmental mentoring for mentors and mentees, from the international pioneer of this powerful approach. David provides both depth and breadth of context for how mentoring evolved and how it works. The masterclass is packed full of useful, proven tools for getting the most of out mentoring relationships and includes practical demonstration.
Designing and implementing effective mentoring programmes
Aimed at: HR professionals responsible for mentoring programmes
Based on the International Standards for Mentoring Programmes in Employment, and on experience delivering hundreds of mentoring programmes in some 50 countries, this workshop covers a comprehensive range of topics for creating and sustaining mentoring programmes that deliver results. In particular, it explores the processes of marketing, recruitment, matching, training, ongoing support, measurement and programme administration.
Advanced tools and techniques in coaching and mentoring
Aimed at: Coaches and mentors with some experience
This intensive one-day event is aimed at enhancing the skills of experienced mentors and coaches. It has three main elements:
- Introduction and exploration of latest theories and practice in managing the learning conversation, setting and pursuing goals, listening/ mindfulness, and crafting powerful questions
- Sharing of tools and techniques based around issues participants have encountered in their own practice – and opportunities to try these out. The workshop draws on two volumes of coaching and mentoring techniques (plus many other unpublished ones) by David Clutterbuck and his co-author, David Megginson
- Introduction to the concept of coach/ mentor maturity and how to create a personal development plan as a coach or mentor
This workshop challenges many of the common assumptions about coaching and mentoring, from a perspective of evidence-base and international practice. It is fast-paced and content-rich, with appropriate pauses for self-reflection.
Maximising the return on investment from coaching and mentoring
Aimed at: HR professionals and enterprise leaders
It’s said that coaching is like advertising — half the investment is wasted, but it’s hard to work out which half! A lot of poor practice and ineffectual effort goes unrecognised because the measures applied are misleading. In this presentation, David will explore what organizations around the world are doing to establish what does and doesn’t work, and just how good coaches are. Some of the data he will present include:
- When large companies assess their externally resourced coach pool against valid evidence of competence, it’s common for them to drop 70% or more of them
- The impact of standard, short-duration of line managers as coaches is often only a few days, before they return to normal behaviours
- How work teams can become the engine for creating a coaching culture
- How you can monitor progress towards a coaching culture
- What valid measures in coaching and mentoring look like
- How to link coaching and mentoring with the strategic drivers of the business
The leader as coach and mentor
Aimed at: Senior mangers and organisational leaders
Recent research shows that the most significant common factor differentiating high performing leadership teams from less effective teams is the attention and time they devote to coaching and being coached.
Increasingly, top teams realise that they need to have more than a grasp of the fundamentals of coaching and mentoring. They need sufficient skill to be role models for good developmental practice, in respect of both themselves and other people. It’s not that they have to become professional coaches; but they have to up their game sufficiently to respond to a wider variety of situations and to be able to help others achieve a deeper level of reflection about their personal performance and their careers.
This workshop draws on the extensive research and experience of one of the foremost authorities in the field. It builds on leaders’ existing skills and experience as coaches and mentors to equip them with a custom selection of tools and techniques they can apply both inside and outside the organization. It is stimulating, challenging, fast-moving and intensely practical – combining the latest in current theory with processes that can be shown to work.
Mentoring and the diversity agenda
Aimed at: Mentors and mentees
This half-day workshop is based on continuing research into international good practice. An estimated 40% of all mentoring programmes are aimed in part or whole at supporting diversity objectives. The greater the difference (race, gender, sexual preference, culture, age, education) between mentor and mentee, the greater the opportunity for co-learning – but the more potential barriers to a deep and honest dialogue. We explore practical ways in which mentor and mentee can acknowledge and work with difference as a positive driver of their relationship, developing skills in their dialogue together that promote wider understanding of both self and others.
Coaching, mentoring and work-life balance
Aimed at: Coaches and mentors at any level of experience
This seminar explores how mentors and coaches can support learners in becoming aware of conflict between different parts of their lives, and in addressing those conflicts in imaginative and fruitful ways. It looks at the causes of work-life conflict and the barriers people face in establishing control over their lives. It offers a variety of tools and techniques mentors and coaches can employ in helping clients bring about sustainable change both in themselves and the systems, of which they are a part.
Emergent themes in coaching and mentoring
Aimed at: Anyone involved with coaching and mentoring
The world of coaching and mentoring is filled with competing methods and approaches, derived from a wide range of practice. What’s largely lacking is a credible evidence base for what does and doesn’t work. In this overview of emerging themes, David will explore what research and current explorations tell us about:
- The role of goals in coaching conversations (are SMART goals more often a crutch for the coach than a genuine help to the client?)
- How coaches evolve in their practice (the four phases of coach maturity)
- Achieving a coaching culture — the pivotal role of the work team
- Advanced skills of listening, using powerful questions and self-disclosure
- The dynamics of the coaching / mentoring conversation
- Is there really any difference between coaching and mentoring (or is it mostly about people spuriously claiming the moral high ground for what they do?)
- How to get the best out of supervision
- The realities of using different media — why most telephone coaching is poor coaching
- What’s in your coach development plan?
Expect this seminar to be highly controversial, heavily evidence-based, and full of practical tips for reflecting on and developing your coaching practice.
Managing goals in coaching and mentoring
Aimed at: Coaches and mentors at any level of experience
Many basic courses in mentoring and coaching emphasize the importance of setting and pursuing SMART goals. However, the evidence of research suggests that focusing on very specific goals at the beginning can be misleading and damaging. Complex goals tend to be emergent and evolving. Achieving goals is also closely linked to personal values and motivations, and to the context, in which learners find themselves. This short workshop (from 2 – 4 hours) equips participants with the knowledge and tools to work with client goals in a more sophisticated, more flexible manner.
How to be supervised: a guide for coaches
Aimed at: Coaches at any level of experience
Based on extensive international research into how coaches can get the most out of supervision, this event explores good practice with a very practical edge. You will leave with a clearer understanding of what supervision can do for you as a coach and how you can better help your supervisor help you.
- Fundamentals of team coaching
- Advanced skills of team coaching
Fundamentals of team coaching
Aimed at: Experienced one-to-one coaches and HR professionals needing an understanding of the basics of team coaching
Team coaching requires a significantly different set of additional skills compared to one-to-one coaching. David explores how team coaching differs from team building, team facilitation and other interventions; and the core theory and practice that underpin the work of an effective team coach.
Advanced skills of team coaching
Aimed at: Coaches, who already have some experience of team coaching
This event is all about acquiring a wide portfolio of tools and techniques, which will help the team coach deal with the complexities and difficulties of supporting a team in focusing on learning together. David explores common situations that can easily derail team coaching (for example, when a dysfunctional team temporarily unites to undermine the coach) and offers practical approaches for turning these into opportunities for team learning.
Systemic talent management
- Practical strategies for systemic talent management
- The leader as developer of talent
Practical strategies for systemic talent management
Aimed at: HR professional and business leaders
If succession planning and talent management work, how come the wrong people keep getting to the top?
All countries and all companies need to make the best use of the talent available to them. Yet the results of several decades of programmes and initiatives to encourage and support diverse talent to rise within organizations have produced results that are mediocre at best. The problem lies, says international management thought-leader Prof David Clutterbuck, in the way that organizations – and HR in particular – look at talent identification and development. Instead of seeing it as a simple, linear process, and trying to control talent management, they need to instead recognize it as a complex, adaptive system and focus on finding better ways for talent to rise of its own volition.
This intensive, one-day workshop or 90 minute briefing is aimed at HR professionals, who want to make a difference to their organizations. It explores:
- Why current approaches generally don’t deliver – the critical false assumptions that narrow the definition of talent
- How complex systems theory can provide practical alternative perspectives
- How to redefine what we mean by leadership, to meet the needs of different businesses and societies
- How to redefine talent, to avoid the traps that hinder diversity
- How to align employee ambitions and strengths with those of the organization
- Why the Talent Wave is a more relevant and powerful metaphor than pools or pipelines
- The four key conversations that underpin a more flexible, dynamic approach to talent and succession management
- How to engage top management in leading these critical conversations
- How to measure the effectiveness of talent management and succession planning
- What can you and your organization do to become massively more effective at releasing the power of your Talent Wave?
This fast-moving, heavily evidence-based and informative workshop will offer an opportunity for you to bring for discussion the major challenges your organization faces in talent and succession management. Come prepared to be challenged in your thinking, yet also to gain innovative ideas about how you can empower your organization’s talent.
The leader as developer of talent
One of the common factors in all the recent studies of leadership for the future is the critical role of the leader in developing both themselves and others. Yet recent studies also show that the qualities that characterise an effective leader of the future – including humility, emotional intelligence and awareness of the world around them – tend to diminish as people enter the C-suite.
In this thought provoking and evidence-based one-day workshop, David Clutterbuck will explore both theory and practice in developing sustainable leadership qualities in talented employees as they progress through levels in the organization. Among the topics he will address are:
- How leaders can become more accurate in their identification of talent
- The need to replace linear, simplistic thinking about leadership and leader development with complex adaptive systems thinking
- What it means to be a “connected leader”
- Four critical conversations that leaders can promote to enable talented people to manage their own career planning and personal development
- The leader as mentor and role model
- The leader’s role in developing and sustaining an ethical climate within the organization
- Strategies for increasing “requisite diversity”
- Helping HR refocus on activities that are genuinely value-adding, instead of on “HR bling”
- New structures and mind-frames for leadership: distributed leadership, relay leadership, networked leadership
- How to promote open, courageous dialogue and psychological safety
- How to make sure that the next generation of leadership is even smarter, better connected and more effective than you are.
David will draw on research and case study from around the world to illustrate these themes. You should leave with:
- At least the beginnings of a more grounded approach to talent development in your organization
- Some practical ideas for immediate personal change
- A portfolio of difficult questions, which will inform your future thinking.