Posts

BUSINESS BOOTCAMP: DEVELOPING RELATIONSHIPS

Focus, planning and patience are the keys to growing your coaching business, and being prepared to meet prospective clients face-to-face   In a previous article we discussed the benefit of being clear on the strategic focus of your coaching business/practice in terms of the intersection of your target client market with the range of service/product offerings. For our own business, we focused on the niche market sector of finance and professional services and on offering a relatively narrow range of services underpinned by leadership development for individuals and teams. This has allowed us to build our reputation over time in […]

Please login to continue reading this article

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 coaches like the simplicity of Lencioni’s deficit model, which proposes five key dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. However, it only reveals the limited set of problems contained within the model; […]

Please login to continue reading this article

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 and mentee. An effective developmental relationship, with trust, rapport and respect as integral elements, will naturally create an emotional bond in the mentoring pair. It may then become difficult to ‘let go’ at the end of the relationship. If the winding-up phase is not handled […]

Please login to continue reading this article

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 focus on another – defensiveness – in a professional context. It sets out how a coach can help a client address behaviours and take responsibility for their part in creating an unhealthy relationship dynamic. I was invited into a large organisation to coach Esther*, a […]

Please login to continue reading this article

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 forced to take steps to reduce costs, including redundancies, reduced working hours, cuts or freezes in pay and other benefits and restrictions on recruitment and promotion. This job insecurity has led to distrust among employees. I believe this is also symptomatic of a wider lack […]

Please login to continue reading this article