Coaching Archive

Why coaches and mentors shouldn’t beat themselves up when client change doesn’t happen

Every beginner coach or mentor goes through a phase of questioning their own competence, based upon a sense that they could (or should) have had so much more impact. Even very experienced coaches and mentors sometimes feel that they have “failed” their client. While there are some professional coaches and mentors, who think they are

When to refer a Coachee or Mentee for Professional Counselling or Therapy

Suggesting to someone else that they need counselling takes courage. As a coach or mentor, you will in most cases not be a qualified therapist – and even if you were, there are potential conflicts of role between mentoring/coaching and therapy. The two key questions here are: How can you tell if the other person

What if the coachee says ‘I don’t know’

There comes a point at least once in a coaching conversation, where the coach feels instinctively that the issue is clear enough to pose a powerful question – one that will really make the coachee think and open up new perspectives. Many times, that is exactly what happens, but occasionally the coachee simply responds with

Develop Work Skill through Coaching

Coaching is important in the workplace since it aids the employees to develop work skills. Coaching is all about training a person to attain a goal and gain some practical skills. We have heard about coaching a football team, basketball team, cricket team, hockey team, etc but we wonder when we hear about coaching a

Eight coaching myths and misconceptions

Since I first got ensnared by the world of coaching and mentoring, part of my learning has been to focus less on what is assumed and taken for granted and more on the question “What do we have evidence for and how valid is that evidence?” In the 1990s, I began to explore critically the

Developing a coaching culture in work teams

An intensive learning event from Coaching & Mentoring International Line managers are increasingly expected to coach their teams – yet most line manger as coach training fails to deliver the value intended. The reasons for this are several, but the most important are that: Effective coaching is something to do with the team, not to

Coping with blame

Coaching and mentoring conversations frequently run into the brick wall of blame, most often in one of two common forms: self-blame (assuming responsibility for one’s own or other people’s misfortunes) or other-blame (protecting one’s own self-image and reputation by blaming others). Both forms block the client’s ability to be authentic and to make progress. The

How mentoring functions have become a dangerous distraction for research and practice in mentoring

When Kathy Kram carried out her seminal research into mentoring at the beginning of the 1980s, she focused on a small number (22) of informal mentoring relationships, taking place within a specific cultural context – educated North Americans. She identified a number of themes that recurred in these relationships and, as she herself has readily