Yearly Archives: 2014

Building a mentoring capability in a newly-merged multinational company

In a newly-merged multinational organization, there is typically an urgent need to ensure quality and consistency in talent development – even if the strategy is to continue to operate largely as separate entities within the same group. One of the …

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When does a coaching assignment really end?

When we talk about mentoring, we describe it as a relationship. Coaching still requires a relationship (though often perhaps less intimate and of shorter duration), but we tend to talk about it as an assignment. This difference in language or …

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How mentoring can facilitate mergers

The immediate aftermath of a merger poses a number of major challenges. While many of these challenges relate to integration of systems and structures, the people challenges are often the most difficult and long lasting. In particular: Ensuring that senior …

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Eldership A guest blog by Dave Burton

Eldership: Some Ideas on What, Why and How A brief look on Google revealed a remarkable shortage of information about this topic. The Wikipedia entry focussed on church governance and hadn’t been updated for 13 years. There were no dictionary …

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Learning from ancient wisdom

Yesterday I was deeply honoured to be welcomed onto the Royal New Zealand naval base just outside Auckland, with a traditional Maori welcome, a powhiri. It was a deeply humbling experience and an introduction to a perspective on hospitality, which …

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When it’s time for a client to move on

Mentoring is all about transitions – foreseeing them, preparing for them, managing them and moving on from them. But mentees often don’t recognise how ready they are for a transition. It’s a bit like outgrowing your clothes, but not doing …

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The dangers of wall to wall coaching

It’s common for coaches to be so concerned about the well-being of their clients that they become oblivious to their own. Coaching, when done well, is frequently emotionally draining and intellectually demanding. Every now and then, there are comments in …

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Contextual intelligence in mentoring

Two articles in the latest issue of Harvard Business Review (September 2014) provide food for thought about developing talent in a multi-cultural organization. One, by Tarun Khanna, explores the concept of “contextual intelligence”. His studies indicate that:   Most universal …

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Are you getting value for money on your investment in mentoring?

You’d expect most companies with established mentoring programmes to give an unequivocal yes, but the reality is that most organizations don’t know. So here are some basic indicators to consider. Highly effective mentoring programmes: Deliver substantial learning for at least …

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Mentoring disadvantaged young people

Mentoring for disadvantaged young people can be divided into a start and five phases: 1. Commitment. 2. The Clarification Phase 3. The Confidence Phase 4. The Instruction Phase 5. The Maturation Phase 6. The Concluding Phase   The phases are …

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