Editor’s choice of latest articles
THREE MINUTES TO MIDNIGHT: THE ‘COACHABLE’ ORGANISATION
How can we create teams and business environments that are open to coaching? We asked three people currently looking at this in their settings By Alister Scott and Neil Scotton In these times of complexity and rapid change, it’s vital for organisations to be...
TROUBLESHOOTER: UNRAVELLING THE TRUTH
An internal coaching organiser waits until the end of an uneventful supervision session to let slip about a serious client issue. What should his supervisor do? The Issue Nick is a learning and development officer with a small charity. His organisation has been...
WE’RE IN THIS TOGETHER – A PROFILE OF NEELA BETTRIDGE
Leadership coach, Neela Bettridge, helps women leaders move up to – and then beyond – board level. It’s not a simple journey, but Bettridge travels with her clients every step of the way. Liz Hall reports Let’s face it, sometimes it’s women themselves who fail to...
COMING OF AGE: THE DEVELOPMENT OF COACHING SUPERVISION 2006-2014
By Eve Turner and Peter Hawkins Coaching supervision is a relatively new phenomenon, arriving later than supervision in many of the other people professions and even new in relation to the short history of coaching itself. However, the past nine years have seen an...
IS COACHING AN ALTERNATIVE TYRANNY? PART 2: NEXT STEPS – ESTABLISHING A COACHING CULTURE
Last issue, Sam Humphrey and Karen Dean explored mindsets, context and purpose. This issue, they consider how to establish the culture itself Even though we’re coaching converts, we’re curious about the utopian appeal a coaching culture seems to hold for organisations...
DON’T JUDGE ME
How can coaches recognise unconscious bias in themselves and then help their clients do the same? Jenny Plaister-Ten and Carol Whitaker report We all have unconscious bias. The key is to recognise it. Unconscious bias triggers automatic judgements and assessments....