US executive coach, Marshall Goldsmith, one of the world’s most influential management thinkers and pioneer of 360-degree feedback, tells Liz Hall how he helps successful leaders achieve positive behaviour changes, and why he gives away most of his advice American leadership thinker Marshall Goldsmith is one of the world’s best-known, most influential and also best-paid […]
Liz Hall talks to mentoring expert, Bob Garvey, professor of business education at York St John Business School, former school teacher and full-time dad, and 2014 winner of the Coaching at Work ‘Lifetime Achievement in Mentoring Award’
When I interviewed Bob Garvey in September, he was “still floating” after being awarded the Coaching at Work ‘Lifetime Achievement in Mentoring Award’ in July (vol 9, issue 5, p16).
Listening to the judges’ comments at the awards ceremony, he “couldn’t believe it was about me”.
Fittingly, there were comments about his humility, as well as his impressive contributions to the world of mentoring – and coaching. It’s true that Garvey quietly goes about his business. But the professor of business education at York St John Business School is certainly not afraid to speak out and to rattle cages, nor is he one to follow the crowd.
This much was apparent early on in his working life. He started out as the only male early years teacher in London at that time, at a school in East Acton, then a highly deprived area.
“I saw my job as socialising these kids, who were very feral, running wild.” Even back then, he encouraged enquiry.
“When kids came running in saying, ‘Look what I’ve found, what is it?’ the teacher would say, ‘It’s a conker, put it down over there.’ Whereas I’d say, ‘Where did you find it; what colour is it; what do you think we should do with it?’ to start them investigating and enquiring.”
“What’s the point of saying, ‘It’s a conker, dear’, because that’s the end of the story. So we explored principles of science, like being able to ask questions and observe well. Naming is at the end of the line.”
Right on time
Diana Hogbin-Mills is instilling a coaching culture at Network Rail that is collaborative, challenging, accountable and customer-driven. Her aim is to have everyone capable of being coach-like; her goal to make the railway operator safer and more inclusive
Changing the culture in an organisation as large as Network Rail, which employs 34,000, is no mean feat. But it is one Diana Hogbin-Mills is helping to achieve.
The head of talent and executive development, who joined in February 2012, is playing a key role in bringing about a gradual shift from the traditional male-dominated, more directive culture, to one in which employees are becoming ‘coach-like’.
Of course, whenever the organisation gets it wrong, the press is quick to pounce. It was recently splashed across the headlines after being fined for failing to meet punctuality targets. But it has shown itself willing to address its mistakes.
Network Rail also hit the headlines in July when the Transport Salaried Staffs Association launched an equal pay claim, the largest in its history. The claim involves 30 women, but could cover 3,000 if the case is won, according to the union.
Whatever the outcome, Hogbin-Mills stresses that diversity is higher than ever on the agenda, and that now is a really good time for women to join the organisation, especially those interested in engineering and technology.
She acknowledges that Network Rail may not immediately come to mind when thinking about companies contributing to the UK’s economy.
Liz Hall talks to Positive Psychologist Dr Ilona Boniwell, founder of the first masters
in Positive Psychology in Europe and of the European Network of Positive Psychology, author, teacher, director, speaker and parent of five children. Not surprisingly, she feels well-qualified to discuss work/life balance. She stresses its importance and the role of coaching in helping others understand their choices
It’s refreshing interviewing Dr Ilona Boniwell. Funny, bright and warm, she’s happy to share that despite being a world-renowned expert on resilience and Positive Psychology (PP), she hasn’t got it all sorted.
I don’t know whether to be disappointed or relieved. I’ll opt for relieved, considering that optimism is rated so highly in the PP movement.
When we did the interview, Ilona was emerging from weeks of burning the midnight oil, completing validation paperwork for her latest brainchild, the International MSc in Applied Pos Psych (I-MAPP), which she launches in Paris and Cambridge this autumn. Uniquely, the programme offers students the choice of 12 modules, including coaching, and education.
Ilona already teaches at the École Centrale, Paris, including a module on Positive Leadership and on the Masters in Transformation and Innovation.
In addition, she lectures and speaks on PP and resilience widely, writes and edits books, does media work, including writing a monthly column for Psychologies magazine on modern family life and consults as a director of consultancy Positran, including advising the Bhutanese government. All this, and she is raising five children, four of whom are teenagers, aged 14,15, 16 and 17. The latter means her weekends are not always restful.
“I do feel myself quite qualified to discuss work/life balance! Three of the teenagers are boys, and you have to deal with multiple issues frequently at the weekend, yet still perform once you’re back at work. On Monday morning, I have to teach PP.”
Sense maker Erik De Haan’s ability to work with the organisational unconscious and surface hidden levels in groups has been called ‘magical’. The director of Ashridge Business School’s Centre for Coaching talks to Liz Hall about the ‘dark side’ of leadership. Magical is how one corporate client described Erik De Haan’s ability to work with […]
Coach and inspirational speaker, Kiki Maurey, has worked hard to promote diversity among black and ethnic minorities and women. An OBE was certainly a welcome surprise, but she had no intention of resting on her laurels. Liz Hall finds out why. I’m still standing When a letter arrived last summer from Her Majesty’s Government notifying […]
Katherine Long is on a holistic journey. When she isn’t exploring spirituality or shamanism or even equine-facilitated coaching, she can be found running barefoot, engaging in dialogue with the earth. Liz Hall catches up with her.
Winning the Coaching at Work Best Practical Article award (see page 14) was a surprise for Katherine Long – she feels she is best known for her ideas and frameworks. Yet her ability to dance with concepts is matched by her knack, and desire, for grounding them in practice.
Spirituality, somatics, shamanism, focusing and mindfulness, equine-facilitated coaching, the Paleo Movement, barefoot running and getting back to nature, emergence and transformation. Our conversation touches on all of these areas.
Peter Burditt, founder of Strategic Development Consultants, is proof that there are still big bucks in coaching. Even in the current climate, he is highly sought-after, commanding fees of up to £1,500 an hour.
The secrets of his success include loving what he does, a non-compromising yet flexible stance, his high professional standards, a bulging contacts book from his time as a banker and an ability to work with tricky clients. “I tend to work with difficult people who eat coaches for breakfast and spit them out. I get their trust and pull the poison,” he says.
“There are an awful lot of coaches struggling because they are vanilla. I’m not vanilla. When I started to do masterclasses, I would get 50 per cent giving me a five and others a ten. Now it’s 90 per cent and 10 per cent. That’s OK with me. I’m not going to compromise to please people, although I will be flexible to maintain relationships – which are very different statements.”
Pharmaceutical giant GlaxoSmithKline needed to change radically to keep its position in an increasingly challenging market. Sally Bonneywell created a coaching initiative that did just that – proving its worth with stunning results, reports Liz Hall
“Go for it,” responded global healthcare company GlaxoSmithKline (GSK)’s head of HR when Sally Bonneywell suggested coaching was just what the business needed.
Bonneywell’s infectious enthusiasm and bubbliness no doubt helped her case. But the business case was compelling, too.
When Andrew Witty became CEO in 2007, he was clear that only radical transformation could help GSK meet the challenges it faced with the rest of the pharmaceutical industry. Coaching was the ideal way to support the huge internal change he had set in motion, but as an integral part of HR.
The limbic leader
Neuroscience expert Professor Paul Brown speaks his mind, and it’s our minds he’s passionate about. He tells Liz Hall why the neurobiology of behaviour is the future of coaching
With Paul Brown’s penchant for challenging the status quo, it seems fitting that we meet in London’s Reform Club, birthplace of many of the ideas, ideals and political activity expressed in the UK’s Great Reform Act of 1832.
Members of the former gentlemen’s club have included Winston Churchill, E M Forster, Henry James and H G Wells. Admission is not based on background, but character, talent and achievement – and Professor Brown has all three in abundance.
If anyone can convince me it’s coaching, rather than any other profession, that should carry the baton of neuroscience in the occupational arena, it’s Brown. Not only is he eloquent, charming and irreverent, he has an enormous wealth of expertise and knowledge at his fingertips.
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