Entries by Coaching at Work

RELATIONSHIP SOS: THE CHALLENGING EMPLOYEE

Raising awareness of disruptive behaviours in relationships – Part 4. How can a coach help a client address behaviours and take responsibility for their part in creating an unhealthy relationship dynamic? This issue: stonewalling Nicole Berg If you’re like me, you might enjoy attending meetings that involve your client. I like it because I’m able […]

TROUBLESHOOTER: WHEN IS IT MY TURN?

An ambitious account manager is ready to progress, but his CEO says he needs more development. He feels sidelined. How could coaching get him ‘unstuck’? The issue Paul is an account manager in a digital transformation agency. His team are responsible for delivering million-pound projects to the biggest, most well known businesses in operation today. […]

POINTING THE WAY

In the last of this three-part series, Louise Sheppard shares her research on the supervisee perspective in coaching supervision, which has implications for all involved. Part 3: how to work with new stages of supervisee maturity Previous articles have addressed how coaching supervisees can get the most from coaching supervision and how supervisors can provide […]

HAVE A HEART

Lise Lewis shares her framework for weaving compassion into the feedback conversation We’ve probably all experienced at some time the sinking feeling when we hear the words, “Can I give you some feedback?” The giver of the feedback isn’t usually actually asking permission, it’s more of an entry statement into saying feedback is on its […]

CARE PACKAGE

Increasingly, coaches are seeking ways to take care of themselves, and mindfulness and self-compassion are ideally suited to support them to do so, argue Mark McMordie and Michael Chaskalson in their new book. Mark McMordie reports When Michael Chaskalson and I ask participants why they sign up for the Mindfulness for Coaches programme on which […]

PULLING TOGETHER

Team coaching helped one council team become more goal-focused, more cohesive and more reflective, with greater organisational confidence in its ability to lead with the future in mind. Georgina Woudstra reports I was brought in to coach the senior leadership board by a council CEO who’d been in post for one year. His view was […]

TRIED AND TESTED: THE ‘PERILLS’ OF COACHING

David Clutterbuck shares PERILL: a pragmatic model of team function and dysfunction for use in team coaching Over the past 10 years, I have introduced a stream of trainee team coaches across the world to two models in particular: Lencioni’s (2002) and Hawkins’ (2011). In their feedback and presentations on practice, it’s clear that clients and […]