For any executive coaches of C-suite managers, the findings of the Odgers-Berndston Lonely at the Top survey of FTSE 350 top executives, published recently in The Times (30 November 2015) will come as no surprise. One of the stark findings of the survey was how these executives felt about the pace they were currently working…
Boundaries. One of the first words you hear in coach training, usually accompanied with an overlapping Venn diagram consisting of the practices of counselling, coaching and mentoring. Where does one stop and the other starts; how to avoid getting drawn into the client’s history (that’s counselling), or how never to give advice even if you…
If – to use the metaphor from Part Two of Coaching Fundamentals – “coaching is a relationship between two people, in the moment, where one of them spins meaning out of their life story, and the other holds – and occasionally adjusts – the spinning wheel, and notices the patterns emerging”, how do those patterns get shared?…
May be I’m a facilitation snob, but over the last few months I’ve seen quite a few facilitators who are well-meaning but to a greater or lesser extent, unskilled. That’s not to say that there isn’t latent potential in these facilitators, but it is, as yet untapped. As we recruit for either full time or…
What makes a good question? Was this a good question? No. Why not? Because it was too wide, too open, too unoriginal, just plain too boring, to provoke a meaningful answer. Yes, you can get answers to just about any question, but not every answer makes the question worth asking. So then… what is a…
Are you a good listener? Do you get constant feedback how you always offer a sympathetic ear and a compassionate presence? Do your friends and acquaintances come to you with their problems and moans, safe in the knowledge that they will get a warm welcome, good hearing and no challenge? If so, you are probably…
I was standing in the arena recently working with horses and a group of leaders, all of whom were seeking to develop their presence in some way; increase their impact or just return to themselves. As I watched, I started to think about power and why we, as individuals, can sometimes shy away from fully…
There is no shortage of competency frameworks and theory that seek to describe what effective leadership is all about. Indeed the Centre for Leadership Studies at University of Exeter published a review in 2003 of 24 competency frameworks across the public and private sectors and seven schools of leadership theory and still found them wanting.…
A few nights ago I saw the film Whiplash, about a young jazz drummer and the somewhat controversial – and occasionally violent – coaching techniques employed by his teacher at a New York music academy. Among the other potential topics for debate that the film raises – such as whether the academy is modelled on…
On 18 November the Royal School of Medicine, the Daedalus Trust and the British Psychological Society will meet with a collection of professionals to explore Hubris Syndrome, Stress and Leadership – the intoxication of power. I am lucky enough to be attending. Whilst the field to date is very interested in the effect on politicians and national leaders, there…
The gap between HR and employees is “as great as ever” according to new research published last week in Singapore The authors conclude: “Huge differences between HR and employee perceptions on key human capital management issues means work remains to be done – and that companies are operating without fully engaged workforces.” The truth can hurt, but…
Management surveys contain a lot of data, some useful, some not. Much is dry, and relevant only to people who lead, manage or develop organisations – the wonks or nerds of my field (yes I can be a bit of a wonk, less a nerd. Unless we talk coffee, in which case….). Here at Roffey…
