NZMC Mentoring & Coaching Articles

There are core differences between managing conversations and coaching conversations, and it is often hard for a manager to switch roles and truly function as a coach with their own staff.

The 3 most common pitfalls that managers tell us they fall in to when coaching are advising, reassuring and losing objectivity and/or neutrality. Have a look at these and see if you recognise them.

It's hard to make time to review at the end of the year - we all get overrun finishing projects and tidying up the goals we set for 2011. The holidays have been and gone and hopefully you have been able to relax 100% and let work go.

Now is the best time to refocus and ensure 2012 is a forceful and enjoyable year. 

Here are three questions to add some sparks to February. You really should be able to answer yes to all three:

1) Do I have a crystal clear understanding of my core values for my life and for my leadership?

2) Do I have a broad map of intentions for this year and beyond?

3) What needs to change for me to feel this year is enjoyable and impactful?

Why so many leaders try to delegate performance management

Ask any manager what they dislike most; they say it is having difficult conversations with team members who aren't achieving results. Managers freely admit that dealing with poor performance is a big weakness and that it can strike dread into their week. Every day, experienced and otherwise resolute people avoid addressing concerns with their colleagues. Strong leadership is not being shown where it is most needed.

Guest article by Professor Peter Hawkins: Professor of Leadership, Henley Business School

The myth of the perfect CEO or perfect leader is prevalent in many organisations, sports teams and indeed even in the politics of nations. We expect more and more from our leaders. We invest such hope in their miraculous powers to turn things round, but then are quick to criticise when they do not live up to our unrealistic expectations.

You know what the treacle is! It is the sticky, messy, muddle of busy, day-to-day expectations and tasks that takes leaders away from the important work. It's the interruptions, endless meetings, and emails. It's treacle that makes heart sink as you approach the office in the morning. Like treacle, the day traps you, holding you in conversations you don't need to have and chores you don't want to do. You start with the best of intentions, but endless demands rise up and snatch the morning. Yet another day flies by with very little to show for such hard w

CEOs want their senior team to 'be strategic'. Managers aren't being promoted until they 'become more strategic'.

Everyone would agree that leadership and strategy are desirable, but what does being strategic really mean? These buzzwords are mentioned daily at work but often misunderstood. Good leaders are offered little guidance on how to become more strategic and how this translates to day-to-day work.

The Bigger Picture

Although it is a management cliché, being able to see the bigger picture remains surprisingly difficult in the middle of a busy day. Tackling a specific issue whilst also observing the wider situation requires an agile mind.

Henry Mintzberg " (2009) "Managing" Berrett Koehler. USA

A well overdue tribute to the busy manager...

A midlife crisis is the classic explanation for feelings of frustration, irritability and futility, especially for mid career, 40' or 50' something, high performers. But this explanation is deeply inadequate and somewhat insulting for people who have always succeeded and aspired to make a difference. This article offers another interpretation of the midlife crisis, where uncomfortable feelings are seen as part of the development of greater leadership capacity.

A common challenge for leaders (and coaches of leaders) is talking too long. When we are passionate and knowledgeable, it can be easy to say too much and “go on about it”, sadly losing our audience and potential supporters. It can help to be reminded to tweak our communication skills, whether we are talking with one other person or with larger audiences. Becoming more aware can be all that is needed to have more impact.

If a leader asks three questions before meeting with others then executive impact will soar:

Professor David Lane has graciously allowed us to reprint this article he co-authored with Sarah Corrie.

I must create a system or be enslaved by another man’s. (William Blake)

You should never belong totally to any cause or system. (John O’Donoghue)