PwC internal executive coaches Dee Cullen and Sarah Edwards share and reflect on the business’ approach to internal and external coach supervision Between us, we have 40 years’ coaching experience; we founded PwC’s executive coaching offer and last June (2014), at the 4th International Conference in Coaching Supervision in the UK, we presented a case study exploring our experience of supervision. Building on that, in this article we share more on our approach and reflections with the aim of stimulating fresh thinking about supervision in organisations. Early doors PwC has a long history of internal executive coaching, and was […]
Southern Housing Group is building strong foundations for its 900 staff, embedding internal coaching to help strengthen ties with clients and customers. The results were even better than expected and have helped change the Group’s culture A reduction in staff absenteeism, an increase in promotions and the breaking down of silos are some of the benefits Southern Housing Group witnessed after introducing coaching to its workforce. In 2012, Southern Housing Group, one of the largest housing associations in south east England, began a journey to embed internal coaching in its business. The aim was to help both current and future […]
This move, from thinking of a doctorate as purely an academic apprenticeship to seeing it as a higher level of training for professionals has, according to Fillery-Travis, been identified by the EU as a route by which we can upskill people to meet the challenges of the future economy.
“A doctorate allows a coaching practitioner to contribute to their profession by providing a critical, robust, but highly practical eye on the body of knowledge through engagement in teaching, professional body work or publication,” she comments.
Dr Elaine Cox, director of postgraduate coaching and mentoring programmes at Oxford Brookes University, believes that the university’s doctorate programme is the pinnacle of work-based learning.
“All our doctorate coaching and mentoring (DCM) candidates select a professional, work-based problem to research, and the findings that emerge from their studies provide practical and knowledge-based learning, both for them as professionals and for others working in the field,” she says. “The contribution to knowledge is therefore both theoretical and professional/practical.”
Dr Cox says it is, however, tricky to identify specific trends in the field of senior-level coaching courses. “All doctoral study is cutting edge and unique by its very nature, so trends are hard to pinpoint,” she notes.
For example, Professor Stephen Palmer, director of the Coaching Psychology Unit, City University London, says: “Chartered psychologists can take our top-up doctorate in coaching psychology. This includes a research project, critical literature review and a case study. The degree takes into account that they are already experienced psychologists.”
Darren Robson is an award-winning coach, mentor, entrepreneur, social innovator and honorary lifetime member of the Association for Coaching. Not bad for a boy from a council estate with no interest in school. He tells Liz Hall about small steps and life-changing moments Darren Robson is a director on the global board of the Association for Coaching (AC), chief fire-starter and storyteller at charity MOE Foundation and founder of the “hugely successful” coaching practice, DRArete, coaching CEOs, entrepreneurs and top teams from leading companies, such as TalkTalk, Channel 4, Network Rail, Save the Children and Warner Brothers. He considers himself […]
A medium-sized building firm wants to develop a coaching culture following a recent change in management. The current culture is macho, blame-heavy and suffers from a chronic case of ‘knowledge is power’. How can the HR director begin the process of change and win over the board? Construct UK Ltd is a medium-sized business employing 1,300 staff, mostly construction workers. The management is quite lean, but effective and the organisation has a good reputation in the market for safety and sustainability. However, a recent management buy-out has led to a re-examination of its leadership. Some of the new senior team […]
Three Minutes to Midnight A series of columns on our role in tackling the complicated economic, environmental and social challenges we face. It will be a place to question, offer, share, explore, challenge, dissent, celebrate, reflect, learn and enjoy This may surprise you. Research reported by Charles Eisenstein in September 2014, revealed the following: “A 2011 study of the super-wealthy at Boston College’s Center on Wealth and Philanthropy surveyed attitudes towards wealth among households with a net worth of $25 million or more (some much more – the average was US$78 million). “Amazingly, when asked whether they experienced financial security, […]
Pedal power Liz Dimmock Liz Dimmock, founder of Women Ahead, shares lessons for mentoring and coaching from the sports world. This year she is leading a team of women cyclists around the world. In my last column I wrote about the importance of learning from role models, coaches and mentors. In recent months I’ve had the pleasure of working alongside (and learning from) a remarkable woman called Patsy Rodenburg. As well as playing a unique role at Women Ahead, Patsy is a world-renowned voice and acting coach, a global authority on Shakespeare and a best-selling author. She has worked with […]
Coaching at Work’s LinkedIn group now has more than 36,500 members and is very active. Why not join us? http://linkd.in/XCvQjc How do we build resiliency in our clients, pondered Phillip Tyler, Wisdom in Words (US)? Recently, a friend left a position that they had worked hard to change. It left me thinking about the greatest change they had made. That change was creating a team that, ironically, were equipped to deal with unexpected change(s). They were, in effect, resilient. Dr Geoffrey Norris (UK) concurred, adding: “Resiliency is a most important word in coaching, but how do we define it and […]
Reflections Coaching clients may seek empowerment, but often lack the confidence to claim it. Coaches must avoid any transference LINDSAY WITTENBERG Silence fell between us, and we were only at the beginning of the coaching session. My client looked expectantly at me, as though waiting for me to suggest what to do. Finally, she said: “I guess I’m expecting you to take the lead.” This leader had expressed a coaching objective to be more resourceful and resilient, and her 360-degree feedback had revealed a lack of confidence when she was with people she saw as superior or more worthy. Was […]
How can we build women’s confidence at work? A new guide shows businesses how to implement programmes to help women reach top leadership roles
Mentoring is the most important thing Women in Leadership programmes can offer women, suggests a guide from the CIPD and 02.
Almost half (47%) of the women interviewed for the study, Breaking the Boardroom: A Guide for British Businesses, would value highly a mentor from such a programme. The overwhelming majority of the women surveyed expressed the importance of individual and personalised support, from a mentor, coach or official sponsor, over and above their line manager.
The research identified three obstacles holding women back in
their careers: lack of confidence, of networking and difficulties in being comfortable with being themselves.
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