Posts

CHEMICAL BALANCE

How do organisations match individuals and coaches efficiently and effectively and what have coaches learnt about how to approach chemistry sessions? In this two-part series, Eva Kovacs and Louise Sheppard share their recent research into best practice. Part 1: coach-client matching   In this first part, we describe how coach matching has evolved at GSK and what we have learnt from our research with other organisations and coaching providers on their processes and learning. We started our research by conducting a review of the coaching literature on coach matching. A good coach-client matching process is a vital part of the […]

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FCC: WHAT’S NEXT

It’s coaching but not as we know it. Participants at the Future of Coaching Collaboration (FCC) Group’s roundtable on disruptive technology share further thoughts and highlight next steps   The coaching market just got a lot more crowded. In addition to the usual flood of new coaches, coach supervisors and coach trainers, we’re seeing more options to deliver coaching without a human coach and a host of players stepping in to manage and supply these options. And the pressure is on in organisations to weigh up which options will best suit. Consider the following scenario. A leader selected for a […]

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AGE MATTERS

“I don’t want to be coached by my mother.” How might generational differences have an impact on coach supervision? Peter Duffell and Natalia de Estevan-Ubeda report   Generational differences are becoming increasingly relevant across society. Our research examines which differences are prevalent, and how they may show up in coach supervision.   Research To help us frame our initial enquiry, we reviewed the literature on generational characterisations and differences in the workplace. We looked at three areas: What characterises the different generations, including cultural values, organisational behaviours, communication and workstyle preferences, and each generation’s relationship with technology (Birkman, 2016) How […]

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A WOMAN OF INFLUENCE

Coaching boosts women’s legitimacy to lead in male-dominated workplaces and could have a pivotal role in shifting to gender parity. Kate Oldridge reports   It will take more than 200 years for women to have the same pay and employment opportunities as men by current trends, according to the World Economic Forum (2018). However, this timeline could shorten dramatically as part of the widespread social and political sea change in how we tackle gender inequalities in society and male-dominated workplaces. My research at Henley Business School (Oldridge, 2019) highlights the potentially pivotal role leadership coaching can play in bringing about […]

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PULL TOGETHER

‘Pairs coaching’ may be just what’s needed to support executive leaders to navigate and enhance relationships within extreme uncertainty and complexity, argue Baz Hartnell and Lucy Ball     Today’s senior leaders increasingly make huge decisions collectively about complex problems with no known answers. This requires a deeper understanding of relationships with peers and subordinates and how to enhance them. Augmenting existing one-to-one coaching programmes with ‘pairs coaching’ offers a powerful way to do this.   The challenges As individuals, organisational leaders may be super intelligent and have highly developed expert knowledge in their respective functional areas which has served them […]

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OUR EVER-CHANGING MOODS

Figure 1     While much quantitative research anchors the effectiveness of coaching in behaviour, a review of qualitative research highlights the importance of emotions too. Tünde Erdös shares her holistic model for working with a wider range of factors in coaching   Much current thinking on what constitutes good coaching practice assumes coaching is a simple, linear behavioural change intervention, even though in practice as coaches we know it’s much more complex. My systematic review of a wealth of qualitative research suggests not only that goal attainment is complicated but also that coaches often jeopardise the chances of effective […]

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LOCKED-IN LEARNING: SUPERVISION SPECIAL REPORT

Struggling to meet the requirements for coach accreditation or feel you’ve lost your edge? Clare Norman reports on a ‘lock-in’ weekend retreat she’s developed to boost CPD   Does the following describe where you’re at? It’s been some time since you attended your original coach training. You fear you’ve lost your razor sharpness, but you can’t see your own blind spots1. You know being unconsciously competent2 isn’t good enough for your own sense of satisfaction nor is it in your clients’ best interests. You are looking for CPD to sharpen your coaching edge, harness your creativity and bring more innovation […]

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WELL PRESERVED

It’s coming up to ‘bletting’ season – a process of softening fruits such as medlars. It’s a process Jane Steward is very familiar with, having moved from banking to executive coaching to jam making. But she still makes Time to Think. Rachel Ellison MBE reports   In some traditions, it’s said you shouldn’t cook if you or those around you are angry, and that one should put love into the food as it’s being prepared. Some even set aside a moment to say a little prayer in the kitchen before they begin a recipe. My sense is that Jane Steward, […]

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FEAR, POWER AND LEARNING

In this three-part series, Louise Sheppard shares her research on the supervisee perspective in coaching supervision, which has implications for all involved. Part 2: providing supervisee-led supervision   Following on from the first in our series last issue on how supervisees can get the most from coaching supervision, here we argue that supervisors need to provide supervisee-led supervision.   Causal mechanisms In my doctoral research, I identified three causal mechanisms that affect human nature and might explain supervisees’ experiences: fear, power relations and our natural tendency to learn. It is important that supervisors and supervisees are aware of these significant […]

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REFLECTIONS ON INTEGRITY – THE APPEAR MODEL

Jonathan Passmore and Eve Turner offer a practical, ethical decision-making framework, APPEAR, as a tool for use by coaches and their supervisors to help guide practitioners through ethical dilemmas in their work and to develop ethical awareness So how much is it worth to your business to win this coaching contract with our organisation?” This question made Jonathan Passmore sit up as he listened to a coach share their awareness that in some contexts a facilitation payment was a key stage in winning work and one that fellow coaches were willing to engage in to secure a coaching assignment. In […]

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