Posts

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 […]

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MENTORING – BREAKING UP IS HARD TO DO

A further exploration into some of the darker aspects of mentoring as Lis Merrick considers how dependency and intimacy can evolve in mentoring relationships After covering power and transference in mentoring in the last issue, I felt it appropriate to consider some of the difficulties that can be created by close emotional engagement between mentor […]

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RELATIONSHIP SOS: THE CHALLENGING NEW MANAGER

Raising awareness of disruptive behaviours in relationships – Part 3. How can a coach help a client address behaviours and take responsibility for their part in creating an unhealthy relationship dynamic? This issue: defensiveness Nicole Berg In the last two issues, we introduced two of four specific behaviours that are damaging to relationships. Here we […]

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MENTORING: DON’T RUSH RAPPORT

Lis Merrick explores how a lack of trust can ruin mentoring relationships in formal programmes and how good design can prevent it Over the past year, several mentoring programmes I have been working on have experienced real difficulties with trust among their participants. What is going on? Since the 2008 recession, many organisations have been […]

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