Book review: Coaching Women to Lead

Title Coaching Women to Lead Authors Averil Leimon, François Moscovici and Helen Goodier Publisher Routledge ISBN 978 0415 49106 8 Usefulness **** Based on quantitative and qualitative research, Coaching Women to Lead is an authoritative read that makes a strong case for differential support for women to progress their career into leadership. It is straight-talking and practical in tone and content – no ‘clevering up’ of coaching. It is arguably an essential read for executive coaches, talent managers and equality & diversity personnel. Line managers would also benefit too. The executive coach gleans practical techniques and approaches to use in […]

Book review: Systemic Coaching & Constellations

Title Systemic Coaching & Constellations Author John Whittington Publisher Kogan Page ISBN 978 0749 46537 7 Usefulness **** I read John Whittington’s book after attending a one-day Coaching Constellations workshop. It’s hard to differentiate the exciting learning on that day from my enjoyment of the book. Systemic Coaching & Constellations takes the reader gently and systematically through the principles, practices and application of working with constellations to enhance awareness of the systems we are all part of. He supports this with helpful case studies and opportunities to practise, using the reader’s experience of their own systems. He sums up two […]

HOW TO… promote and market your coaching services

This fourth article in the series considers the in-person marketing approaches you can use to get your coaching business known to potential clients

Part four: Getting your name known
Unless you are starting your coaching business with a ready-made list of contacts, you will need to make yourself and your services known to potential clients and referral sources. There are myriad ways to do it. In this article, we’ll look at some of the main ones and which approaches work best for coaches setting up on their own (McMahon, Palmer & Wilding 2006).
Clients will hire you as their coach if they believe you have the skills and capabilities to help them solve their problem and they trust they can work with you to achieve it. Consequently, clients who are going to hire a coach are likely to prefer ‘in-person’ marketing approaches that give you the opportunity to demonstrate your understanding of the client’s challenges and your capabilities. This also allows you to show your personality and develop a relationship.

Mentoring: An effective catalyst

In the latest in a series of columns dedicated to mentoring, we continue to look at designing mentoring to ‘future proof’ your people. This issue: mentoring for the 21st century – part two
An effective catalyst
Lis Merrick

Future proofing means using familiar mentoring – but with advanced contracting

Our working and personal lives exist in uncertainty and turmoil, among rapid social change, ever developing technology and unpredictable events. A new form of mentoring is required, one that ‘future proofs’ your leaders and people not only to survive, but to thrive in this type of life. This relies on exactly the same mentoring behaviours you are familiar with: active listening, asking questions and giving feedback. However, it is the learning foci to which these skills are applied and the contracting on subject matter between the mentor and mentee that is more sophisticated. Many of the insights and richness of learning can be achieved in less directed mentoring relationships, but not at the speed or breadth of this framework.

Research matters: A satisfied customer?

How can we measure the impact of managerial coaching on the end user – the customer? Is it even possible, asks Paul Stokes, Coaching & Mentoring Research Unit (CMRU), Sheffield Business School. At a recent coaching & mentoring research day at Sheffield Hallam University, there was an interesting discussion about evaluating coaching and mentoring work. Delegates were questioning the extent to which a coaching or mentoring programme, run within an organisation for some of its managers, could have a discernible effect on customers/end users of the organisation. Some felt it was possible to connect changes in leaders’ behaviour following coaching […]

The coaching chronicles: the roaring twenties

Hello, I am Roach the Coach and I am your guide through the Coaching Chronicles. There are 4,500 species of us cockroaches so we are well placed, across the globe, and across time, to tell you about coaching… The 1920s saw massive changes in social, artistic and cultural energy. Economically, there was an enormous increase in the consumption of cars, phones, motion pictures and electricity. The energy was all about breaking with tradition. Phones were the equivalent of Facebook today – people could ask for opinions and contributions on how to coach and get advice from a lot of people, […]