Yearly Archives: 2012

What’s the half-life of coaching knowledge?

If you’d not heard of scientometrics before, you are probably in good company. I only just learned about it through a fascinating article (Samuel Arbesman, Truth Decay, New Scientist, 22 Sept 2012, p37-39) exploring how quickly “facts” in various branches …

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From dire-logue to dialogue – improving the quality of Boardroom conversation

Over the past 30 years or so, I’ve observed many Board meetings. One of the common factors of most of them is that the quality of the conversation is not as good as it could be. Ideally, an effective Board …

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Managing a coach panel

While there are lots of good coaches around, there are a lot more, who are mediocre or worse. Few HR functions have the internal competence to assess coach competence, and standard methods of evaluation, such as client feedback, how very …

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Leader development: Are executive coaches part of the problem or part of the solution?

Questioning the role and value of executive coaching is likely to raise quite a few hackles. But questioning our own practice is a key component of competent coaching. So it was with both anticipation and some discomfort that I began …

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Diversity and intimacy

One of the interesting aspects of co-editing a new book on Diversity Mentoring (due to be published by McGraw-Hill in August) was the comparative reluctance of the LGBT community to discuss their mentoring relationships – even when the research was …

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“Only” a gender issue?

I took an executive to task the other day, when he talked about gender inequality as a “women’s issue”. The implication was that he and his colleagues would take more notice, the more of an issue female employees made it. …

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Why Line Manager Coaching Often Doesn’t Work and What to Do About It

Here’s a typical story: Peter was away from the office for three days. Most of the team thought he’d been on a business trip, but when he returned, he was keen to tell them about the course he’d been on. …

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Why do we need to train mentees?

One of the most common reasons for mentoring programmes failing is that they forget to train mentees sufficiently. Programmes that train only mentors deliver less than half the benefits, on average, than those that train both participants.

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What makes executive coaches feel valued?

Considering how much organizations pay for the services of executive coaches, it might be expected that the relationship between them would be a partnership, aimed at providing the best possible support for the client. While in some cases, this is …

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What makes a powerful question?

Powerful questions we can define as ones that have a significant, positive impact on the quality and direction of a person’s thinking about issues important to them. Based on analysis of hundreds of powerful questions and observing how coaches and …

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